Complete Part 2 of an in-depth analysis of the case study, “Case Study 5: Ellen Zane—Leading change at Tufts/NEMC.” Your 6–8-page analysis will focus on how the organization navigated the changes made to improve its stability, how those changes impacted the various stakeholders and departments, and the communication practices utilized throughout this change management process.
Note: The assessments in this course build upon the work you have completed in the previous assessments. Therefore, complete the assessments in the order in which they are presented.
In today’s dynamic health care environment, leaders are expected to assume a greater change agent role and will be required to use their positional power and expertise to lead their organizations forward in uncertain waters. An in-depth understanding of organizational structures, power dynamics, resistance to change, and other factors is vital to becoming a master change agent.
This assessment provides an opportunity for you to examine the key factors in an organization that influence the development of an appropriate change strategy and implementation plan.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
- Competency 1: Analytical Thinking: Develop complex plans or analyses.
- Competency 3: Innovative Thinking: Apply “tried and true” concepts or trends.
- Competency 4: Process Management and Organizational Design: Benchmark good processes and practices.
- Competency 6: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable organizational, professional, and scholarly standards.
- Evaluate an organization’s use of structures and systems to deal with environmental uncertainty and complexity.
- Explain how various departments and stakeholders are affected by a proposed change.
- Describe the types of power at play within the organization and its potential effects.
- Outline potential actions designed to prevent or mitigate conflict and resistance to change.
- Assess the effects of communications on change implementation.
- Write clearly and concisely, using correct grammar and mechanics.
- Support main points, claims, and conclusions with relevant and credible evidence, correctly formatting citations and references using APA style.
Expert Solution Preview
Introduction:
The case study of Ellen Zane and her leadership during the change management process at Tufts/NEMC provides a valuable insight into the challenges faced by healthcare organizations in modern times. As a medical professor responsible for creating assignments and evaluating student performance, it is necessary to analyze the impact of organizational changes on various stakeholders and departments. The following answers will focus on how the organization navigated the changes made to improve its stability, the impact of these changes, communication practices utilized, power dynamics, and potential actions designed to prevent or mitigate conflict and resistance to change.
Answer:
The organization’s use of structures and systems to deal with environmental uncertainty and complexity had a significant impact on the development of an appropriate change strategy. Ellen Zane identified the need to restructure the organization to reduce its financial losses and improve operational efficiency. The decision to merge Tufts Medical Center and New England Medical Center was taken to streamline the delivery of healthcare services. The new entity was endowed with a stronger financial base, which enabled it to compete more effectively with other healthcare providers.
The proposed change affected various departments and stakeholders to varying degrees. The merger created a sense of uncertainty and skepticism among the staff, as they were unsure about their future roles and responsibilities. The departments were restructured, and the employees were expected to work collaboratively, which was a significant change from the previous system of working in silos. The integration of the billing and coding processes was a significant challenge, which required the cooperation of various departments.
Several power dynamics were at play within the organization during the change management process. Ellen Zane wielded positional power as the CEO, and her decisions were usually followed without question. However, resistance to change was evident among some stakeholders who were unwilling to relinquish their power and privileges. The hospital’s board members had significant influence over the organization’s strategic direction, and their support was critical to the success of the merger.
To prevent or mitigate conflict and resistance to change, several potential actions could be taken. Firstly, the importance of effective communication cannot be overstated. Ellen Zane realized the significance of engaging various stakeholders in the change management process and created a sense of ownership among them. Secondly, the organization could have provided training and development opportunities for employees to acquire new skills and competencies required for the new roles. Finally, the organization could have established an incentive system to reward employees who demonstrated a willingness to embrace change and work collaboratively.
The effects of communication on change implementation were significant. Ellen Zane utilized various communication strategies to engage stakeholders, including town hall meetings, email updates, and frequent visits to different departments. The communication was timely and addressed the concerns of the staff, which created a sense of trust and transparency. The use of two-way communication strategies allowed the organization to receive feedback from stakeholders and adapt accordingly.
Conclusion:
In conclusion, the case study of Ellen Zane and her leadership during the change management process at Tufts/NEMC provides valuable insights into the challenges faced by healthcare organizations in modern times. The analysis of the impact of organizational changes on various stakeholders and departments highlights the importance of effective communication, power dynamics, and cooperation. Healthcare leaders are expected to assume a greater change agent role and will be required to use their positional power and expertise to lead their organizations forward in uncertain waters. It is essential to develop an in-depth understanding of organizational structures, power dynamics, resistance to change, and other factors to become a master change agent.
