HQS-630: implementation and change management course explores the components of implementing health care quality and safety initiatives. Additionally, students also examine the elements of change management, identify criteria for success in change areas, and plan phases and goals for implementation. Learners also contemplate change sustainability and dissemination of successful implementations.
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Table of Contents
What is change management?
Change management is the process of methodically managing how well employees accept and adopt organizational changes. It involves ensuring that your employees buy into and champion the changes your business makes. Most importantly, when the change management process is implemented correctly, your healthcare organization and the health care providers benefit.
3 Types of Organizational Change.
The following are the 3 most common types of organizational change:
1. Developmental change.
This refers to any organizational change that improves and optimizes on previously established processes, strategies, and procedures.
2. Transitional change.
This type of change moves an organization away from its current state to a new state in order to solve a problem, such as mergers and acquisitions and automation.
3. Transformational change.
Transformation change is the type of organizational change that radically and fundamentally alters the culture, core values, and operations.
5 steps of the change management process.
1. Prepare the organization for change.
In the first stage of change management, you will lay the foundation for your entire change management plan. During this stage, you will develop situational awareness, identify potential challenges with leadership, and perform an impact assessment. Once you acquire this insight, you can start to create your change management strategy.
2. Design a vision and plan for change.
Once the healthcare organization is prepared to embrace change, managers and stakeholders must develop a thorough and realistic plan for bringing it about. This realistic plan should examine and explore the following details:
Strategic goals
Your plan should examine the goals that your healthcare organization needs to work towards and how change management will influence the achievement of its objectives.
Main performance indicators
Your plan should state the baseline for how things currently stand. Moreover, it should provide a clear understanding of how success is measured and the metrics that need to be moved.
Project stakeholders and team.
When writing the plan, it should include who will oversee the task of implementing change and the individuals responsible for signing off at each critical stage. Furthermore, it should also include who will be responsible for implementation.
Project scope.
Your plan should explore the discrete steps and actions that are to be undertaken to achieve the purpose of the project. Moreover, it should also include what falls outside of the project scope. The plan should also account for any unknowns or roadblocks that could arise during the implementation.
Common plans developed during this phase include:
Communications Plan
A communications plan involves identifying what your main messages are, who needs to hear them, and who will deliver them.
Sponsor Guide.
This type of plan includes outlining the expectations for sponsors and the specific details of what you’ll need from them.
Training Plan.
A training plan should be designed since change often requires us to change our behaviors, and usually, this involves training. Additionally, a training plan identifies what needs to be learned, who needs to learn it, and how the training will be delivered.
Resistance Handling Plan.
With any change, there is bound to be some resistance. Therefore, a resistance handling plan is created to manage any resistances that may arise.
3. Implement the changes.
The next step after creating the plan involves following the steps outlined within it to implement the required change.
During this implementation phase, change managers must be focused on empowering their employees to take the necessary steps to achieve the goals of the initiative. Moreover, they also do their best to anticipate roadblocks and prevent, remove, or mitigate them once identified. Most importantly, during this implementation phase, there should be repeated communication of the organization’s vision aimed at reminding team members why change is being pursued.
4. Embed changes within company culture and practices.
To prevent backsliding of the members of a healthcare organization, the embedding of changes within the organization’s culture and practices is performed. Thus, this phase involves the new organizational structures, controls, and reward systems being considered as tools to help the change stick.
5. Review progress and analyze results.
Conducting analysis and review once a change initiative is complete is essential since it helps the organization’s managers and stakeholders to understand whether a change initiative was a success, failure, or mixed result. Moreover, it also provides important insights and lessons that can be utilized in future change efforts.
