Leading the Change
There are many models developed for change implementation and here is
one example of such a model that could be followed to help promote change
while increasing acceptance and familiarization with the new chart order.
According to Daft (2008), it is important that major change leaders recognize
that the change process goes through stages, that each stage is important,
and that each may require a significant amount of time. When dealing with a change effort such as establishing a new chart order, hospital leaders can use Kotter’s eight-stage change process to provide a strong foundation for success.
Establish a sense or urgency.
Communicate that change really is needed.
Establish a guiding coalition.
This coalition must have the right composition, a significant level of trust and a shared objective in order to help guide and change process. Members should possess the following characteristics:
· Position power- sufficient number of key players need to be on-board so that those left out can not block progress;
· Expertise - all major points of view should be represented;
· Credibility - the coalition should be seen and respected so that their pronouncements will be taken seriously;
· Leadership - members of the coalition should have leaders with sufficient experience to be able to drive the change process.
Develop a vision and strategy.
A clear vision needs to be compelling and indicate a highly desirable future to motivate
people to change. A vision helps coordinate actions of different people in a quick and efficient manner.
Communicate the vision and strategy
Use every possible vehicle to communicate the change – a single memo announcing the new chart order is not enough. Repetition is important, so reference to the change needs to be everywhere in order to achieve the desired outcome. A majority of people need to be on board and involved so that the change is referred to in emails, in presentations and staff meetings.
Empower staff and remove barriers.
Empowering staff to embrace the vision involves addressing major obstacles such as structures, skills and systems.
Generate short-term wins.
Major change takes time, and transformation effort loses momentum if there are no short-term accomplishments to recognize and celebrate.
Don’t let-up.
If change leaders let-up before the job is done, critical momentum can be lost and regression may soon follow. New practices must be driven into the hospital culture to ensure long-term success. Rebuilding momentum can be difficult once regression begins.
Make the changes stick.
Transformation isn’t over until the changes have well-established roots.
one example of such a model that could be followed to help promote change
while increasing acceptance and familiarization with the new chart order.
According to Daft (2008), it is important that major change leaders recognize
that the change process goes through stages, that each stage is important,
and that each may require a significant amount of time. When dealing with a change effort such as establishing a new chart order, hospital leaders can use Kotter’s eight-stage change process to provide a strong foundation for success.
Establish a sense or urgency.
Communicate that change really is needed.
Establish a guiding coalition.
This coalition must have the right composition, a significant level of trust and a shared objective in order to help guide and change process. Members should possess the following characteristics:
· Position power- sufficient number of key players need to be on-board so that those left out can not block progress;
· Expertise - all major points of view should be represented;
· Credibility - the coalition should be seen and respected so that their pronouncements will be taken seriously;
· Leadership - members of the coalition should have leaders with sufficient experience to be able to drive the change process.
Develop a vision and strategy.
A clear vision needs to be compelling and indicate a highly desirable future to motivate
people to change. A vision helps coordinate actions of different people in a quick and efficient manner.
Communicate the vision and strategy
Use every possible vehicle to communicate the change – a single memo announcing the new chart order is not enough. Repetition is important, so reference to the change needs to be everywhere in order to achieve the desired outcome. A majority of people need to be on board and involved so that the change is referred to in emails, in presentations and staff meetings.
Empower staff and remove barriers.
Empowering staff to embrace the vision involves addressing major obstacles such as structures, skills and systems.
Generate short-term wins.
Major change takes time, and transformation effort loses momentum if there are no short-term accomplishments to recognize and celebrate.
Don’t let-up.
If change leaders let-up before the job is done, critical momentum can be lost and regression may soon follow. New practices must be driven into the hospital culture to ensure long-term success. Rebuilding momentum can be difficult once regression begins.
Make the changes stick.
Transformation isn’t over until the changes have well-established roots.
