Read Case Study 6, “St. John’s Reengineering.” In 1,000-1,250 words, include the following:
Process of organizational change.
The change needed in the case study.
- Strategies you would have used to motivate stakeholders to support the change. Include how you would have gotten political support for the change.
- The model you would have applied to the change needed for this case. Include your rationale for why the model was chosen.
- Organization Development and Change
Cumming, T. G., & Worley, C. G. (2015). Organization development and change (10th ed.). Boston, MA: Cengage Learning. ISBN-13: 9788131531679.
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Introduction:
Organizational change is a complex process that requires careful planning and execution to ensure successful implementation. In this case study, the organization in focus is St. John’s, which requires significant changes to improve its operations. As a medical professor responsible for creating college assignments and evaluating student performance, I will outline the process of organizational change, identify the change needed in the case study, suggest strategies for motivating stakeholders to support the change, and propose an appropriate model for implementing the change.
Process of Organizational Change:
The process of organizational change involves several stages that address the need for change, planning and implementing the change, and evaluating its effectiveness. In the case of St. John’s, the organization needs to reengineer its structure and processes to improve efficiency and reduce costs. To initiate the change process, it is crucial to establish a sense of urgency among stakeholders by highlighting the negative consequences of maintaining the current state and emphasizing the potential benefits of change. This can be achieved through open communication channels, town hall meetings, and discussions with leaders and employees.
Once the need for change is recognized, a detailed plan should be developed. This plan should include specific objectives, timelines, and responsibilities. In the case of St. John’s, the change needed involves reengineering the organization’s processes to streamline operations, enhance patient care, and reduce costs. This might entail restructuring departments, implementing new technology systems, and revising policies and procedures.
Motivating Stakeholders and Gaining Political Support:
Motivating stakeholders to support the change requires effective communication and demonstration of the benefits that the change will bring. In the context of St. John’s, the following strategies can be employed:
1. Engaging stakeholders: By involving stakeholders, such as physicians, nurses, and administrative staff, in the planning and decision-making process, their support and buy-in can be gained. This can be achieved through focus groups, surveys, and regular feedback sessions to address concerns and incorporate their suggestions.
2. Effective communication: Clear and consistent communication is crucial in garnering support for change. Communication channels such as newsletters, email updates, and town hall meetings can be utilized to inform stakeholders about the purpose of the change and address any queries or apprehensions they may have. It is important to highlight the benefits of change, such as improved patient outcomes, increased efficiency, and enhanced job satisfaction.
3. Building alliances: Identifying influential individuals within the organization who can advocate for the change and gain political support is essential. These individuals can include senior leaders, influential physicians, and respected staff members. Building alliances with them and addressing their concerns will help in garnering wider support for the change initiative.
Model for Change:
For the case study of St. John’s, the appropriate model for change implementation would be the “Organizational Development and Change” (ODC) model proposed by Cumming and Worley (2015). This model follows a systematic approach to organizational change and focuses on planned interventions to improve organizational effectiveness.
The ODC model begins with a diagnosis phase, where the organization’s current state is assessed and areas for improvement are identified. In the case of St. John’s, the diagnosis phase would involve analyzing the existing processes, identifying bottlenecks, and evaluating the need for reengineering.
After the diagnosis, the next step is planning and implementing interventions. This phase involves designing and executing the change initiatives, such as restructuring departments, implementing new technology systems, and revising policies and procedures. It is important to involve key stakeholders in this phase to ensure their ownership and commitment to the change.
The ODC model also emphasizes the importance of monitoring and evaluating the change process to measure its effectiveness. Regular feedback loops, data analysis, and assessment of key performance indicators will help in determining whether the desired outcomes are being achieved.
Overall, the ODC model is chosen for this case as it provides a comprehensive framework for planned change, emphasizing the involvement of stakeholders, and the need for continuous evaluation and adaptation.
Conclusion:
The process of organizational change requires careful planning, effective communication, stakeholder engagement, and the application of appropriate change models. In the case of St. John’s, reengineering the organization’s structure and processes is necessary to enhance efficiency and reduce costs. By utilizing strategies to motivate stakeholders and gain political support, such as engaging stakeholders, effective communication, and building alliances, the change initiative can be better embraced. The ODC model proposed by Cumming and Worley provides a suitable framework for implementing the desired changes, ensuring a systematic approach and emphasis on evaluation. In implementing these strategies and applying the ODC model, St. John’s can successfully navigate the process of organizational change and achieve its goals.
