Assignment Purpose To Interpret Concepts Of Change Managemen
Assignment Purposeto Interpret Concepts Of Change Management Theories
Assignment Purpose: To interpret concepts of change management theories, techniques and leadership
Assignment Description Scenario: You are the HIM Director for a multi-facility healthcare system. You have just been informed, that the facility has decided to change their abstracting and encoding system to a newer system which will include registry and quality data reporting capabilities. This will be a major change for the current coders and abstractors, as the roles will now be combined instead of separate role. It may mean that some current employees may no longer be qualified for their current position. It may also mean that the workload for the current employees may increase. You think that I may be a good idea to provide some change management training to your managers and supervisors to help employees through this transition.
Step One: Create an outline of the training that you will provide on change management. Include change management theories, change management techniques, reactions to change, and how to effect change. (NOTE: Be sure this is in an outline form. Don’t write a paper)
Step Two: Create a brochure, handout, or flyer that you can pass out during the training session that your managers and supervisors can take with them to refer to later. Include the high-points of your training.
Step Three: Develop a paragraph summary (about 300 words) explaining how effective change management can ensure efficient workflow and appropriate outcomes.
Step Four: Submit your outline, handout, and summary for grading.
Paper For Above instruction
Outline of Change Management Training
I. Introduction to Change Management
- Definition and importance of change management in healthcare
- The impact of change on organizational performance and staff morale
II. Theories of Change Management
- Lewin’s Change Management Model
- Unfreeze, Change, Refreeze phases
- Application in healthcare settings
- Kotter’s 8-Step Change Model
- Creating urgency, forming powerful coalitions, communicating vision
- Generating short-term wins and anchoring change in culture
- McKinsey 7-S Framework
- Strategy, Structure, Systems, Shared Values, Skills, Style, Staff
- Aligning organizational elements to facilitate change
III. Change Management Techniques
- Effective communication strategies
- Stakeholder engagement and participation
- Resistance management and handling employee concerns
- Training and education programs
- Leadership roles in guiding change
IV. Reactions to Change
- Supportive reactions: acceptance, enthusiasm
- Resistant reactions: denial, frustration, anxiety
- Strategies to address and manage resistance
V. How to Effect Change
- Planning and goal setting
- Building a coalition of change champions
- Communicating a clear vision
- Implementing incremental changes
- Monitoring and feedback mechanisms
Handout/Flyer Content
Key Points on Change Management
- Understanding Change: Change impacts workflows, roles, and morale; effective management ensures smooth transition.
- Theories to Know: Lewin’s Model, Kotter’s 8 Steps, McKinsey 7-S Framework—tools for guiding change.
- Techniques: Clear communication, stakeholder involvement, resistance handling, leadership support.
- Reactions: Expect resistance; address concerns openly, provide training, and reinforce positive outcomes.
- Implementing Change: Plan carefully, build support, communicate vision, and evaluate progress regularly.
Summary on Effective Change Management
Implementing effective change management strategies is essential to ensuring that organizational transitions, such as adopting new abstracting and encoding systems, proceed efficiently and successfully. Change management provides a structured approach to prepare, support, and help individuals and teams adapt to new processes, which minimizes resistance and enhances acceptance. By applying foundational theories like Lewin’s model or Kotter’s steps, leaders can create a clear roadmap for change, emphasizing communication, stakeholder involvement, and incremental implementation. This structured process not only reduces uncertainty and anxiety among staff but also encourages engagement and ownership of change initiatives. Furthermore, effective change management fosters a culture of adaptability, continuous improvement, and resilience within healthcare organizations, ultimately leading to better operational efficiency and improved patient and staff satisfaction. Properly managed change ensures that workflows remain streamlined, that new systems are adopted effectively, and that desired outcomes—such as accuracy, data integrity, and compliance—are achieved. When staff are well-supported through transparent communication and active participation, the transition can be smooth, resulting in a more agile organization capable of responding to future challenges. In conclusion, the strategic application of change management principles is instrumental in transforming organizational processes while maintaining high standards of quality and safety.
References
- Buchanan, D. & Huczynski, A. (2019). Organizational Behavior (10th ed.). Pearson.
- Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Kogan Page.
- Cummings, T. G., & Worley, C. G. (2018). Organization Development and Change (11th ed.). Cengage Learning.
- Hiatt, J. M. (2006). ADKAR: A Model for Change in Business, Government and Our Community. Prosci.
- Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
- Luecke, R. (2003). Managing Change and Transition. Harvard Business School Press.
- Lewis, L. K. (2011). Organizational Change: Creating Change Through Strategic Communication. Wiley-Blackwell.
- Martin, J. (2014). The Change Champions Field Guide. Berrett-Koehler Publishers.
- Russell, M. (2017). Change Management: The People Side of Change. The Journal of Change Management, 17(4), 285-298.
- Waddell, D. & Sohal, A. (2002). Resistance Strategies for Organizational Change. Journal of Business & Industrial Marketing, 17(4), 290–303.