In this article... At the first ickoff meeting of the eecutive eam ommend that t

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Question

In this article... At the first ickoff meeting of the eecutive eam ommend that the leader present a big picture iew of the futune Take a look at the elements needed to create a strong and vision for the oeganization and the need for change strategic plan The sense of urgency galvanizes the team so action and creases the suppot of the overall oeganization for the evo- lutlonary or radical changes thas need to occut Sone of the issaes the leader will need to address are The development of an organicational strategy provides a long -term road map for a bealth care organization, and isWhere are we compared to where we want to be vitally importaer in the light of curner uncertaln ecosomic circumstances Organizational problems Management peoblem Staff peobles Falures of the past and present Future vision The strategy statements peovide the bedrock for the entire organization to create and execute tactics for viable future business, prionitiae goals, and allocane and coordinate Yet, strategie planning appears to be grossly underuilied especially in the health care sector. It is often viewed as a ritu alistic task that needs to be done Yer executives often commit significant resources to the process In fact, Taub remarks that a company with over ooo employees spends on an average. $3anizacion that will also make work personally meningfall is million to produce a stratgic plan, wih lite neturn. Typlcaly, a deeply felt statement of purpose for the og- important to rally the team for the work ahead Stranegic planning is a "set of organieational processes For example, at Mayo Clinic, a singular guiding focus of the strategic and tactical goals of the organizacion and unifi for identifying the desired future of the organization and developing decision guidellines" and provides a map for how the staff is neflected in the primary value of the organizanion an organization will achieve is objectives and goals The meeds of the patlens cone flest lCreating a vision statement In addizion to the obvious benefit of creating a strategic plan for the organlzation, the process Itself, if done well, is powerful in team building and creating the necessary buy-bn and enthusiasm for future change and action The kick-off meeting is typically followed by brainstorm ing sessions by the esecutive team to create a ision stane ment for the organization (see Figure ).Common charactes It also provides guidance for prodact and market improvessent, and enhancement of operational peocesses,istics of vision statements include community engagement and bottom-line productivity The vision statement embodies the highest values and Creating a sense of urgency aspirations for excellence, service, and community It is critical to recognize that stranegic planming is the ultimate responsibility of the senlor management team led by the senior-most executive responsible for the oeganlzaion or he work-unit A vision provides the insplestion to the staff no each for what could be, and to rise above their fears and preoccu pations with the curnent siruation Figure 1. Strategic Planning Creating a Visien Strategic Analysis Management and xeacutive Team Strategy Formulation Mangement and Executive Team Mangement Team Leader Exeoutive Team Finance Arenas Create a sese of urgency for change Brainstorm Competition analaia Market

Explanation / Answer

What is sense of urgency:- A sense of urgency is the action required to present the need for change. Proposed change can be one of the harder changes. By nature, people do not like change. Especially change that takes them out of their comfort zones or disrupts habit. A sense of urgency is simply identifying that the current system, product, service, or whatever it is that needs to change is no longer the best option. As such, an urgency must be established to stop such action. Urgency also requires identification and acknowledgement of respect for the efforts that made the current situation. Change can cause an perception of a threat, and threatening what people have done or built is a not a good way to create buy-in for the new change, but rather resistance. So, urgency must be balanced with identification, acknowledgement, and a particular action. Furthermore, the proposed change must be communicated in such a way that it exhibits the urgency of implementation for the sooner rather than later.

Why it is neccessary:- Creating a sense of urgency is paramount to change management. The perception of urgent change leads the way of establishing the vision for change. If there is not urgency to change, there will be complacency toward any proposed change. Complacency is simply a state in which there is not enough pain or desire for greater success. As such, people remain doing what they do without the desire to change. By definition, complacency “is a state of self-satisfaction especially when unaccompanied by the unawareness of dangers or deficiencies,”. Complacency is a prime example, why change typically doesn’t work. The ability to not break down the proposal for change initiatives and reasoning for such change leaves the audience to feel reluctant about change. When there is no case to justify that by not changing or remaining the same that a greater amount of harm would occur, change will not happen. Urgency helps to establish the justification and need to act. Establishing urgency has to happen to illustrate occurs of doing nothing or doing something. The gap between the two in an organization typically showcase the urgency factor.

How :-

Don’t just tell people about the need to change. Whenever possible, show others the need to change

with a compelling argument - something that they can actually see, touch or feel

• Show others valid and dramatic evidence from outside IT, or outside the organization, that

demonstrates very clearly that change is needed – or else

• Don’t underestimate complacency; Look for it and look for ways to reduce it

• Send more information about customer satisfaction and financial performance to more employees.

The better informed all employees are about what is not working well, the quick they’ll “get it” – the

reasons for change.

Start tracking, measuring and reporting more meaningful performance indicators.

• Use consultants to force more relevant and frank discussion into management meetings.

• Put more candid information about company and divisional problems in newsletters, speeches and

presentations.

• Have more people interact more regularly with unhappy customers, suppliers and stakeholders.

• Communicate failures and root causes, not just successes.

• Offer success stories of other organizations who have made real sustainable progress.

Steps of change model:-

Steps

Core Challenge

Desired Behaviour

Establish a sense of urgency

Get people “out of the bunker”

and ready to move.

People start telling each other,

"Let's go, we need to change

things!"

Create a guiding coalition

Get the right people in place

with the trust, emotional

commitment and teamwork to

guide the difficult change

process.

A group powerful enough to guide

large change, influence others to

accept change, and one that works

well together

Develop a vision and

strategy

Get the guiding team to create

the right vision and strategies

to guide action in all of the

remaining stages of change.

This requires moving beyond

number crunching to address

the creative and emotional

components of vision.

The guiding team develops the

right vision and strategy for the

change effort.

Communicate the change

vision (And, communicate it

over and over again)

Get as many people as

possible acting to make the

vision a reality

People begin to buy into the

change and this shows in their

behaviour

Empower broad-based

action

Remove key obstacles that

stop people from acting on the

vision

More people feel able to act, and

do act, on the vision

Create short-term wins

Produce enough short-term

(quick) wins fast enough to

energize the change helpers,

enlighten the pessimists,

defuse the cynics and build

momentum for the effort

Momentum builds as people try to

fulfil the vision, while fewer and

fewer resist change

Consolidate gains and

produce more change

Continue with wave after wave

of change, not stopping until

the vision is a reality - no

matter how big the obstacles

People remain energized and

motivated to push change forward

until the vision is fulfilled – fully

realized

Anchor new approaches in the culture:-Create a supporting structure that provides roots for the new ways of operating.New and winning behaviour continues despite the pull of tradition, turnover of change leaders, etc.