Please answer each question. I work in a hosptial for coding and revenue. My cha
ID: 383899 • Letter: P
Question
Please answer each question. I work in a hosptial for coding and revenue. My change process is our EHR program.
Clarify your role and responsibility as a change leader. Discuss the leadership theory (or theories) you will use to guide the change process.
Discuss the change agents you need to recruit in order to successfully implement your change. Describe the roles of these change agents.
Utilize your change model to develop strategies: (a) Explain the relevance of this model to your organization; and (b) Present the strategic aspects using your model. Be sure to clearly define the purpose of each aspect, the people involved, and the actions that need to be taken.
Identify, or predict, the potential barriers to change. Discuss possible ways to overcome these obstacles, including methods for dealing with emerging or unforeseen circumstances that could impede implementation.
Describe the evaluation methods you will use to determine the level of success of your change initiative. Discuss what metrics or measureable determinates you will use.
Propose strategies to anchor change or support continuous change.
Establish how your change plan supports the organizational mission/goal, genuinely addresses stakeholder concerns, and will serve as an equitable contribution for the community or society overall.
Explanation / Answer
Roles and Responsibilities of Change Leaders:
1. Sponsor
Leaders act as advocates for the change at their level in the organization. They are representatives who keep the change in front of their peers, the “higher-ups.” A Sponsor is the person who won’t let the change initiative die from lack of attention, and is willing to use their political capital to make the change happen. As sponsor, the leader is the champion.
2. Role Model
Leaders of change must be willing to go first. They demonstrate the behaviors and attitudes that are expected of everyone else. Employees watch leaders for consistency between words and actions to see if they should believe the change is really going to happen. Leaders are self-aware and deliberate.
3. Make Decisions
As managers, leaders usually control resources such as people, budgets, and equipment, and thus have the authority to make decisions that affect the initiative. They have the ability to say “yes” or “no” to the project moving forward within the span of their control. During change, leaders must leverage their decision-making authority and choose the options that will support the initiative. Leaders are decisive and set priorities that support change.
4. Communicate
Leaders are the face and the voice of change. They communicate often to share information, keep people updated and offer encouragement. When employees hear multiple messages in the organization, the one they listen to the most is their immediate boss. Leaders interpret the change message to be relevant for their reports, while still matching the overall message. Leaders are transparent and consistent.
5. Engage
Leaders provide the motivation to change and get people involved. They create a sense of urgency and importance about the change, and show commitment and passion about getting things done. They offer recognition to those who are participating and doing well. Leaders realize that change can be difficult, and understand the need for people to be motivated to step out of their comfort zone. The Leaders are energetic and empathetic.
6. Hold Accountable
With their authority, leaders hold people in the organization accountable for the change. They uphold agreements and make sure others do the same. They don’t let people get away with not changing, and work to understand the underlying reasons so they can remove obstacles. Leaders follow through on delivering consequences when people don’t do their part. Leaders are exacting and fair.
Effective leaders recognize that change cannot happen unless they fulfill the roles that only those in authority can. Enlist their support and clarify the roles you need them to fill in their areas and in different situations. Help leaders in your organization see the importance of the unique part they play in change, and help them fulfill it.
Leadership Theories-
The trait leadership theory believes that people are either born or are made with certain qualities that will make them excel in leadership roles. That is, certain qualities such as intelligence, sense of responsibility, creativity and other values puts anyone in the shoes of a good leader. A change leader shall take all these qualities into concern and change the working patterns accordingly.
According to this theory, leaders are made not born. Therefore, people need to inculcate leadership qualities in themselves to be leaders. They should gain a sense of responsibility, creativity, intelligence, etc.
The Contingency Leadership theory argues that there is no single way of leading and that every leadership style should be based on certain situations, which signifies that there are certain people who perform at the maximum level in certain places; but at minimal performance when taken out of their element.
Transactional theories, also known as exchange theories of leadership, are characterized by a transaction made between the leader and the followers. In fact, the theory values a positive and mutually beneficial relationship.
The Transformational Leadership theory states that this process is by which a person interacts with others and is able to create a solid relationship that results in a high percentage of trust, that will later result in an increase of motivation, both intrinsic and extrinsic, in both leaders and followers.
The essence of transformational theories is that leaders transform their followers through their inspirational nature and charismatic personalities. Rules and regulations are flexible, guided by group norms. These attributes provide a sense of belonging for the followers as they can easily identify with the leader and its purpose.
Change Agents-
In healthcare, the agents of change are the clinicians who provide patient care. One thing clinicians really care about is the quality of care they deliver to the patients they serve. Like many other professionals, clinicians tend to be competitive. They want to believe they are exceeding the standards for performance, and they think they are committed to continuously improving. Yet, while clinicians really want to believe they are the best, most do not really know if this is true.
Change Agent acts as a facilitator, planner and cheerleader.
Role of Change Agent-
Begin with the end in mind.
Too often, organizations jump on the change bandwagon without a clear vision of what they want to accomplish and why. Change for change sake generally leads to failure and frustration.
Use data to drive decisions and gather consensus.
Data drives health care organizations. Outcomes data. Cost data. Utilization data. We are often awash in data – the challenges are to identify, measure, and monitor the vital few metrics critical to the change effort, and having the ability to analyze and extract key nuggets of information that add value and meaning to the organization's change efforts. Relevant and reliable data speaks to clinicians, physicians and health care professionals. It is the common language that educates, engages, and motivates key stakeholders. Data provides the benchmark against which the success of any change initiative can be measured. It also keeps change agents and key stakeholders focused on the tasks at hand. Identifying meaningful metrics and extracting accurate data to support the progress achieved will keep physicians, clinicians and others at the table as active, enthusiastic participants. It will also help rally them around common goals and performance improvement efforts.
Communicate, communicate, communicate.
Launching a change initiative within your organization has many ramifications. There is seldom change without resistance. Fear of something new is also a frequent phenomenon as the perceived security of the status quo begins to slip away. Whether the change is small – changing the location of staff parking – or big – integrating a new electronic medical record system into daily work – keeping key stakeholders informed is critical. When change is on the horizon, most people want to know the following – what is the change, why is it being implemented, who is going to do what, how is it going to impact me and when is it going to impact me? To ensure buy-in, and to forestall the rumor mill, the communication must be honest, timely, clear and stakeholder-friendly. A predetermined set of core messages that grounds all communication related to change should be developed and adhered to. This will provide a thread of consistency and credibility. Communication must also be delivered at a time and in a format (be sure to leverage multiple communication channels and modalities) that will encourage stakeholders to receive and process it. Effective change agents recognize the importance of communication and often seek the expertise of internal or external communications professionals. When it comes to change, the golden rule is "You can't communicate too early or too often." Effective, active listening is also fundamental to successful change management. Confirming that the party to whom you are communicating has received and understood the message, as well as affirming that you are listening, is vitally important to your success.
Celebrate your progress.
The pressures on health care organizations to change have never been greater. Change comes in all forms and is called many things. Continuous improvement. Adapting new technology. Adopting evidence-based protocols. Embracing new cultures as consolidation among providers gains momentum. All of these events involve change. Leading change and actively participating can be stressful. A well-designed roadmap for change can be the blueprint for success. The roadmap not only keeps participants on-task, but also identifies milestones that signal a time to celebrate. Achieving the desired change doesn't happen overnight. Generally, the process takes place over weeks, months and sometimes years. Effective change agents recognize the importance of those milestone moments and passionately pursue every opportunity to celebrate success and honor those who helped achieve it. Celebrating is infectious and small steps that lead to small successes gradually builds momentum and strengthens buy-in to the "new way of doing things."