Locate and select two trends in health care human resources and organizational behavior.
Analyze how the trends you selected might impact the future of the industry. How might you use the knowledge you have gained in this course to implement these trends in your current health care organization?
Briefly explain the two trends you selected. Analyze how these trends might impact the future of the industry. Include how you might use the knowledge you have gained in this course to implement these trends in your current health care organization. Defend or argue your analysis.
Support your response by identifying and explaining key points and/or examples presented in the Learning Resources.
Organizational Change Program Transcript
CECELIA WOODEN: Change is not so hard if you have some control over it. So as you think about managing change, what are some big models that you can think about and then how can you develop the skills to help people through that transition period?
NARRATOR: In this program, Dr. Cecelia Wooden and Dr. Brenda Freshman describe approaches to organizational change and how to help people navigate change effectively. Kevin Smith and Gerald Greeley share their experiences managing change at Winchester Hospital. CECELIA WOODEN: As much as we might like to have some stability, the health care environment is going to be in a constant stage of flux, and quite frankly, should be. New technology, new methodologies, new focus, for example, on evidence-based medicine. Those innovations are going to always cause changes in health care. So an individual working in health care, regardless of the level, had better go in anticipating that they’re going to have to participate and become good change managers. Change masters, if you will.
Most health care organizations will experience some challenges around change, change initiatives, et cetera. The governance mechanism is an important mechanism as an organization begins to initiate change. The board’s got to be behind it. The board has to have a thorough understanding of why the change is happening. And the board must be supportive of that change and not interfere once they’ve given their blessing.
The other challenge is the workforce itself. As you look at– what we have now is an intergenerational workforce. And in some of the health care facilities in which I’ve worked, there may be as many as three, and sometimes, four generations working in the same workforce. That will always be a challenge because each one of the generations, if you will, and I don’t want to be too stereotypical, they’ll approach change differently. And they’ll have a different capacity for change.
The individuals that are in their early 20’s, that we typically call the millennials through their late 20’s, and even the next group of employees and individuals who might be up through their 30’s– their mid 30’s, the X generation. They look at change very, very differently. They welcome it because that’s how they’ve experienced their life.
A boomer, such as myself, will manage change and will accept change well, but I and the older generation, what we call the veterans, have our egos very much tied into our skills and our experiences. And so a change initiative can be a little bit threatening because one thinks, well, gosh, do I have to learn more skills? Do So there’s a certain amount of uncertainty that one might experience as you look at the demographics of a workplace.
BRENDA FRESHMAN: One of the things that’s helpful when looking at organizational change processes is to identify the driving and restraining forces at each level of the system stakeholder model. Now the system stakeholder model puts the individual at the center. Starts with the intrapersonal domain. Then it has the interpersonal domain. And the small group, large group, and organization. So let’s look at a couple examples.
So for example, at the intrapersonal level, when there’s an organizational change going on, we have to look at what’s affecting the individual. What’s pushing them forward to want to make that change? So one thing might be, keeping my job. Another thing might be, I really want to improve and learn about something. Another might be, I didn’t like the old way of doing it. I like this idea of the new way. That would be three examples of driving forces on the intrapersonal level.
And three examples of restraining forces would be kind of, well why are we doing anything differently? Now I have to stop what I’m doing and learn a new process. I liked it the old way. I don’t understand why this is going on and I have to now learn a new skill that I didn’t know before. Those would be some restraining forces at the intrapersonal level.
Let’s take it one more level for an example. Let’s look at the interpersonal level, so that’s my interaction with one other person. So if we’re looking at something like electronic medical records, for example, which is an ongoing current change process for many health care organizations. So I’m used to– maybe I’m a nurse, and I’m used to working with a physician. And we’re used to having a chart system, OK.
So driving forces for our relationship, well EMR might be really beneficial because I, me as a nurse, I don’t have to reinterpret the physician’s writing. Plus the physician will be prompted to input a lot of data that they might be missing before. So that might be a motivation for both of them. It’s going to help our work together be much easier. So what we collaborate on will be benefited– we recognize the benefit in this change for our interpersonal process. So that, in itself, would be a driving force.