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Organizational Change Plan Part III

Ashley Smith

HCS 587

August 1, 2016

Organizational Change Plan Part III

Effectiveness of the organization change

Change can be measured in many ways. The change to shorter wait times in the

organization and effectiveness overall it requires collaboration from all (Phillips, 1983). The

most logical thing to do is to have managers upper and intermediate evaluate the current

producers and process that are used within EMR (electronically medical records). Data collected

from the internal system, needs to be studied in order to see how long each patient waited for that

day. Also, how long was registration? The numbers that are revealed can be compared to the data

that comes from corporate. Policies and procedures would need to be modified in order to

coordinate with the relevant changes after reviewing them first. The review of the policies and

procedures first will determine how effective the change was or is going to be. Feedback is

welcomed and needed by the organization from staff and patients and this will relate to the

process and it is vital for this determination is carrying out the processes. Feedback can answer

any questions that were left out in the planning stage and also point out any short comings or

modifications that need to be made.

Outcome measurement strategies

Outcome is the true test for effectiveness and organizational development intervention.

Outcome is nothing more than asking the question did the change work or not? Most

organizations conduct follow up evaluations or surveys for patients to determine whether the

change was a success or not. You measured there needs to be a follow-up process that will

measure data and statistics. When collecting data the purpose is to measure the outcome through

staff and patient satisfaction surveys (Oconnor & Brinker, 2013). The survey can address this

satisfaction of the patient during waiting times before seeing with doctor among other things

such as customer service, cleanliness, etc. There can be specific survey questions that will

address the experience of the patient before the new system and after the new system is installed

so the two can be compared for the before and after wait times with and without the new system.

All information entered into EMR is needed for maximum efficiency and plays a part of the

shorter vs. longer wait times. It hinders a patient longer when information is not correct in the

system. Although this should not happen very often, it is still a factor that has to be included in

the barriers. Having a staff that has been fully trained on EMR will lead to the success and

longevity of the system. Collecting data to determine error rates will also aid with the

determination of the effectiveness of the system change (Lorenz, Solomkin, Nies, Sitter, Koller,

& Roizen, 1999

Measuring quality, cost, and satisfaction

The quality of a change can be looked at yet another benefit to collecting the patient

surveys. Not only is the organization getting feedback from its most reliable source, but also

knowing what quality level the change is on. In my opinion, the survey is supposed to measure

what the patient thinks about the office visit and what they think about the new computer system

which was designed with the patients in mind to cut down on wait times. The patient might be

asked to rate their experience from one to ten if there office visits was better before or after the

change. What most people have learned working in healthcare about surveys are first, most

patients are non-compliant about completing them however, if a patient or their family members

have a bad experience, they will rate that department or organization with the worse scores

possibly causing an even bigger need for change. The cost with the change or any should be

similar to the old computer system if not less. With EMR, the front desk representative will be

allowed to send clinical staff alerts when the next patient is ready to be triage and brought back

to be seen by the physician and the charts should be ready to view by the new system allowing

the physician and nurse to document allowing the increase of patient satisfaction of shorter wait

itmes in the front lobby as well as faster office visits by physician. Prescriptions can be sent to

local pharmacies and notating chart information can be done faster within EMR.


The organizational change that was needed was an EMR system update and to have

shorter wait times for patients to be seen by physicians. The process started by undergoing

change and modification. Healthcare and change can be a burden at times however; change is

needed when trying to satisfy patients who ultimately are needed to continue the business of

healthcare. For any change within healthcare to be successful, managers and clinical staff have to

communicate with one another and be involved in the actual transition. Keeping everyone

involved in some capacity will decrease the negativity that can come when changed is proposed

in the health care field. Negative attitudes amongst employees can be the biggest hindrance in

making the proposed changes a success. Manager should note the employees who are not being

positive and reflecting negative comments towards the change and offer them other alternatives.


In part three of the change measuring the effectiveness of the change is done by a follow-

up plan for the evaluation before and after implementation. Surveys are in my opinion a great

way in getting a overall picture of the success of change in the patients view, however, more

surveys should be done from the employees point of view for upper administration and

immediate managers to know what works for the staff and what does not. Monitoring change

from managers and from employees is an overall process where the feedback from patients will

help with the successful outcome of that implementation. Management is critical in setting the

tone for the change to be positive or negative. Managers should weed out negativity among

employees and keep a positive focus during the entire change process. Management also needs

to keep the lines of communication open during this change and recognize the staffs fullest

potential and use them to make the process smoother. An organization needs change to stay

competitive, successful, and relative in the health care environment. As the days go by,

healthcare technology is becoming more and more advanced and necessary to function and staff

and patients are going to have to adapt.



Lorenz, W., Troidl, H., Solomkin, J. S., Nies, C., Sitter, H., Koller, M., Roizen, M. F. (1999).

Second step: Testing--outcome measurements. World Journal of Surgery, 23(8), 768-80.


O'connor, D. P., PhD, & Brinker, M. R., M.D. (2013). Challenges in outcome measurement:

Clinical research perspective. Clinical Orthopaedics and Related Research, 471(11),

3496-503. doi:http://dx.doi.org/10.1007/s11999-013-3194-1

Phillips, J. R. (1983). Enhancing the effectiveness of organizational change management. Human

Resource Management (Pre-1986), 22(1), 183. Retrieved from


Coping with Organizational Change

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Coping with Organizational Change


According to Battilana and Casciaro (2012), different organizations experience varying

degree of change in their management activities. While some organizations experience successful

change in their organizations, others struggle to adapt to new changes thus delaying organizational

change. Globalization has increased the markets and opportunities that can be tapped by

organization that want to grow and access more revenue (Nazaroff, 2013). However, these markets

present a problem to organizations and thus change is needed for them to adapt to these markets

and harness potential for more customers and collaborators.

Change Models

The most important change models that have been used by organizations to implement a

powerful and most successful organization change are Kotters 8-Step change model and Lewins

change management model. Kotters, a professor in at Harvard Business School, proposed an eight

step change process that has the potential to cause positive change in the organization. The eight

steps include; (1) creating urgency where change in the organization is only realized when the

whole company has the urgency to implement change or to want it. The management needs to

align their staff towards change initiative. Staff motivation that sparks change in the organization

is done during urgency creation. Furthermore, Kotters observed that at this stage, threats as well

as opportunities and honest discussions can get the staff in the right mind to start change initiative.

(2) Forming a powerful coalition is the second phase of change initiation. Here, stakeholders are

convinced that change is necessary and it takes strong leadership and trusted support from

important people in the organization for change to occur. (3) Involves creating a vision for change

where a clear vision to help the staff see what the management is set to do. Determining the values

that are important for change to be implemented are formulated. Short goals are also formulated

as the management and the stakeholders create strategies to ensure change is established. (4)

Communicating the vision frequently and powerfully is important in bringing about change in the

organization. (5) Removing obstacles where putting structures for change in place to help in

eliminating the barriers to change. Other stages in Kotters model of change involves (6) creating

small wins and (7) building on the change as well as (8) anchoring the change in the corporate

culture while improving the change to realize the best organizational change (Graetz & Smith,


The second organizational change model that is used by organizations is the Lewians

change management model that has three stages of change. According to Lewian change is a


common thing that is consistent in organizations regardless of size, industry and age of the

business. The three steps in Lewian model of change are; unfreeze which is the first stage of change

that prepares the organization for change. At this stage, stakeholders break the status quo and start

to think differently on matters change. The second stage which is the change stage then follows

where the staffs begins to resolve their uncertainty and start to look for new ways to carry out their

activities. The third stage is refreeze; where the organization is satisfied that change has taken

place and need to be consistent with what the change has brought to the organization. This stage

also allows the people to internalize or institutionalize the change.

Reasons for Successful Organization

Successful organizations implement certain fundamental steps to realize change in the way

they carry out their activities (Cavalcante, 2014). First, successful organizations have clear goals

that are in line with the mission of the organization. These goals are important in measuring the

position of the organization. The goals guide the organization to the right direction of change.

Second, organizations that realize success has definite plans that fit the goals and missions of the

organization. Successful organization continually communicates and reviews their work progress

to ensure that they are still on track for success. These organizations work diligently to ensure that

the barriers against their growth are removed. The successful organizations are those that manage

the finances of the organization more prudently. They also value their customers and respond to

the needs of their customers on time. Furthermore, successful organizations adapt to new market

demands and are flexible in their operations.

My experience with successful and unsuccessful organization change

I have an opportunity to work in an organization that has implemented a successful

organizational change. In 2013, while volunteering with the Dylan Company, which deals with


export of electron devices, I experienced how successful organizational change can spur growth

in an organization. From the past records, Dylan was exporting less than 2000 units of electronics

per annum. Upon successful implementing organization change, the organization is now exporting

more than 3000 units per annum. Furthermore, employees became more motivated to work in the

organization and the employee turnover rate reduced significantly. This experience is opposite to

the Krylic International, which was experiencing difficulties in the changing market environment.

Krylic was an organization that manufactured pesticides and other agricultural products. In 2014,

Krylic sales started to dwindle thanks to the emerging industries that used advanced technology to

manufacture more effective pesticides. Krylic failed to adapt to the new market demands and thus

experienced hard time keeping their customers. This problem was further compounded with the

rampant misappropriation of funds by the management team of Krylic International. Therefore,

successful organizations knows feel the urge to adapt to organizational change when opportunities

becomes available.

Concepts that Enable Successful Organizational Change

Formulating values that support organizational ethics and good work morals can lead to

successful organizational change. Other concepts such as prudent use of finances and removing

the barriers to facilitate change are important concepts that facilitate change in the organization

(Newman, 2012). Sparking change in the organizations employee by motivating them and

communicating the change progress in the organization is also key to organizational change

realization and maintenance.


In conclusion, creating a sense of urgency, recruiting powerful change leaders, building a

vision and effectively communicate it, enables the management to remove obstacles, and thus


create quick wins, that enable organizational change. Making organizational change part of

organization culture is important in ensuring success in the organization. Adapting to the changing

market demands and timely communicating change is the key in ensuring organizational change.


Battilana, J., & Casciaro, T. (2012). Change agents, networks, and institutions: A contingency

theory of organizational change. Academy of Management Journal, 55(2), 381398.


Cavalcante, S. A. (2014). Designing business model change. International Journal of Innovation

Management, 18(2), 122. doi:10.1142/S1363919614500182

Graetz, F., & Smith, A. C. T. (2010). Managing organizational change: A philosophies of change

approach. Journal of Change Management, 10(2), 135154.


Nazaroff, W. W. (2013). Advice for aspiring scholars. Indoor Air, 23(6), 441.



Newman, J. (2012). An organisational change management framework for sustainability.

Greener Management International, 57, 6575.