Strategic Change Concepts, Research Paper Example

Comprehensive plan focusing on strategies for implementation of change to electronic medical records

Introduction

This paper puts forward a strategy approach for moving a manual system to that of an electronic one; as appropriate to a medical records system.  The emphasis is placed upon Organizational Change Management and the implications of business transformation.  In particular the issues that may arise and suggested remedial action statements.  The Analysis is split into four sections:

• The method for monitoring change
• The relationship between the change agents and the effect on the organization
• Communication techniques required
• Conclusions.

Methods for monitoring change

There are a number of different models for monitoring the change in a business transformation process.  We will examine two of these approaches.  The first is that of the concept developed by Kubler-Ross in 1969  (Cameron & Green, 2004).  This is a psychodynamic process of monitoring change behaviour.  The first is looking at aspects of denial the act of disbelief in what is happening or about to take place.  The lack of acceptance to the news and dealing with the discomfort of change.  This is a time for effective communication, listening to peoples views, providing reassurance and above all the benefits of change.   The next emotion is that of anger when realization sets in and individuals start to personalise change.  This is often a time for attributing blame.  The approach here is one of re-enforcement and building self esteem making individuals realise their importance and critical role in making the changes successful for the organization.  The role of the individual is not being replaced but rather enhanced.  The next stage is that of bargaining and this is all about the regaining of control.  The first stage of acceptance of change but the need to regain control of the situation.  This is where the manager integrates roles and responsibilities and integrates this into the change process.  If this process does not go well it can lead to a state of  depression the point of non acceptance and giving up on the whole concept.  Essentially a grief stage for something that has been removed i.e. if it is not broken why are we fixing it.  This is really an issue of not understanding the vision and purpose.  The Manager has to make the employee see that he/she is an incremental part of the solution – the concept of empathy backed up with solid conviction and reinforcement of the values of change.  This eventually leads to acceptance and initially tacit acceptance and the actually coming to terms with the situation takes a passage of time.  This becomes more solid as the individual starts to realise the advantages and benefits of the change. This is measured by increased job satisfaction, improved ways of doing this, less administrative burden, improved quality, enhancement to role and responsibility etc.

The second concept is that of Satir’s Model. Virginia Satir was a family therapist and observed  the changes that families went through in Change. The concept of families in organizations providing a direct correlation. She examined the stages of change from the old status quo to that of the new one where change had occurred. Of particular interest in this model is the period of “chaos” where the organization might be functioning but the individual perception is one of disbelief and turmoil.  Acceptance not taking place until the transforming idea has been integrated and fully functional.   Weinberg advanced these concepts in his model of 1997 entitled “Critical Points in the Change Process”.

Relationships in Organizational Change

When making a strategic change of this nature, a number of important transformation issues will impact the business organization.  These may be briefly summarized as follows:

1. People related changes – job transformation, skill enhancements, roles and responsibilities, aspects of technological change, attitude adjustment;
2. Technology Change – The shift to using computer or automated concepts of working, training requirements,  skill changes, etc;
3. Process Change – Changes in work patterns i.e. workflow, processes, methods and techniques;
4. System Changes – Moving from manual to automated concepts, ergonomics, logistics, enhanced communications and working with electronic media.

You will observe that there is a degree of overlap between some of these transformation activities, the essential difference being they have a slightly different perspective on a common theme. The strategic concept of change explores all of the interlocking elements and provides a single roadmap where each of these are addressed.  The vision and strategy will examine the holistic concept of current state analysis to that of future state analysis. The resultant gap analysis and a prescribed route for achieving the vision.  Technology will concern itself with how hardware and software solutions can be harnessed to achieve the vision.  This will involve Business Analysts compiling a Functional Specification of Requirements (FRS) that defines how process and procedures are refined in order to facilitate concepts of automation.  This will also examine the data elements and eliminate any redundancies or duplicity of information.  Similarly the data will be structured into its’ relational elements in order to streamline processing.  This increased sophistication and management of information will enable an array of custom or standard reports to be built in order to enhance the medical practitioners use of the system.  The people change will be concerned with revision of roles and responsibilities in order to work with the new system. This will involve conducting a Training Needs Assessment (TNA) that will look at providing technology training in hardware and software in order to support revised concepts of automation.  This interlocks with the processes, procedures and workflow adjustments that have been streamlined and harmonized in order to accommodate the new system.  Benefits Realization is key to gaining the people acceptance of the changes and articulating the strategic vision. These need to be both quantifiable and measurable. An example of these might be as follows:

1. Reduction in time and effort from manual to electronic processing
2. Reduction in the number of errors & increased efficiencies resulting from data integrity
3. Reduction in Administration time by improved processes
4. Enhanced job satisfaction as a result of training and use of the new system
5. Benefits of system integration achieving greater efficiencies in work deliverables

“Neither technology nor administration can supply the values that form the basis of [our] choices. They cannot tell us what we should do with our lives, nor can they help us to resolve the fundamental issue that all societies confront: how to distribute fairly life’s necessities and luxuries.” (Volti, 1995)

Communication Techniques

When implementing a technological change program you may wish to employ the following communication techniques:

• Be a good listener –  listen to the issues from all of the parties involved in the change process.  Be seen to understand the issues and have an action plan to deal with same;
• Be empathetic –  Be aware and understand peoples concerns have the ability to communicate and assure on the positive advantages of change and illustrate the benefits that will accrue;
• 1: 1 Meetings  –  No substitute for the personal touch and try to be as inclusive as possible. Particularly all change agents, stakeholders and key influencers of change;
• Presentations –  Hold clear concise presentations on the changes. Ensure ample time for questions and try to answer these as honestly as possible. Avoid hidden agendas;
• Transparency – Avoid any clandestine operations, all change should be open and transparent in order to obtain the best results;
• Group Discussions – Provide forums for group discussions and people to network in order to discuss the change proposals.  Ensure feedback solicitation and provide positive support particularly to benefits and advantages that will accrue.

” Clearly communicate the vision, the mission, and the objectives of the change management effort. Help people to understand how these changes will affect them personally. (If you don’t help with this process, people will make up their own stories, usually more negative than the truth.)”  (Heathfield, 2009)

Conclusions

Employee empowerment is critical for successful organizational change programmes.  Whilst Executives have the responsibility for implementing these, ultimately it is the workforce that places them into the operational environment and as such determines both effectiveness and success ratio.  ” A military commander wouldn’t send troops into battle without proper training and protection; nor would a head coach play athletes who weren’t properly motivated or conditioned. Business preparedness is not as easy to identify. However, it is possible, and necessary for success.”  (Anon, 2009)

Useful Commentaries –  The final word with some of the leading experts in the field of organizational change:

“As members or leaders of operational and improvement teams, (middle managers) are much closer to the action than anyone in senior management. So they have a much better sense of which change and improvement tactics will work. But perhaps even more importantly, they hold the balance of implementation power. Without their commitment, the best-laid plans will fail.”

— Jim Clemmer, The Clemmer Group, 2001

“Enterprise change is accelerating for most organizations… Unfortunately, mastery of change is a core competency for only a few enterprises. But these “hard” (system) issues are not the primary challenges to successful change. New tools and processes are worthless unless people change their behaviors and actions.”

— Gartner Inc, Oct 2005

Works Cited

Anon. (2009). Organization & Culture. Retrieved 11 17, 2009, from Soar: http://soarcard.com/pillar_orgCulture.html

Cameron, E., & Green, M. (2004). Making Sense of Change Management. In E. Cameron, & M. Green, Making Sense of Change Management (pp. 29-30). London: Kogan Page.

Heathfield, S. M. (2009). Communication in Change Management. Retrieved 11 18, 2009, from About.com: http://humanresources.about.com/od/changemanagement/a/change_lessons2.htm

Volti, R. (1995). Society and Technological Change. In R. Volti, Society and Technological Change. London: St Martins Press.