Last Week You Selected An Organization For Your Project

Last Week You Selected An Organization For Your Project And Wrote A

Last week, you selected an organization (for your project) and wrote a report including the name of the organization (Galaxy Healthcare Facility—this is a fictional hospital) and the problem(s) the organization is facing. This week: prepare a report indicating the entry process. In your report, address the following prompts: when you enter the organization as an external consultant, justify whether you will use a problem-oriented or a development-oriented diagnosis for this project. justify how you will determine the organization’s readiness for change. on the basis of your chosen diagnosis approach from the first bullet point, assess the organizational issue that is the target for change. be sure to focus on root causes and not just symptoms. what will be the appropriate organizational level to initiate the change? (State the real issue for a real organization and create a realistic issue for a hypothetical one.) propose when you will give the organization feedback about the change you implement. how will you include feedback about how well the change is working in your action plan? what will that feedback be? will you develop a survey to assess the effectiveness of the change, or will you use company reports that already exist or may need to be altered to gather pertinent information? submission details: present a 3-page paper in a Microsoft Word document formatted in APA style. cite any sources you use following the APA guidelines.

Paper For Above instruction

Introduction

Entering an organization as an external consultant requires a strategic and informed approach to facilitate effective organizational change. Selecting an appropriate diagnosis method, assessing readiness for change, identifying root causes, and establishing a feedback mechanism are critical components of this process. This paper outlines the procedures and considerations for engaging with Galaxy Healthcare Facility, a fictional hospital facing operational challenges, with a focus on diagnosis, change readiness, implementation, and evaluation strategies.

Diagnosis Approach: Problem-Oriented vs. Development-Oriented

Initially, the decision between a problem-oriented and a development-oriented diagnosis hinges on the specific circumstances and needs of the organization. In the case of Galaxy Healthcare Facility, the organization faces issues related to elevated patient wait times and staff burnout, indicating a need for rapid problem resolution. Therefore, a problem-oriented diagnosis is appropriate because it allows for a focused analysis of the specific issues affecting patient care quality and staff well-being. This approach emphasizes identifying and addressing the root causes of current problems, such as inefficient workflow processes and communication gaps.

However, in some contexts, a development-oriented diagnosis might be favored if the organization aims to foster continuous improvement and build resilience against future challenges. For this project, the problem-oriented approach is justified due to the immediate need to resolve pressing operational problems that directly impact patient outcomes and staff satisfaction.

Assessing Organizational Readiness for Change

Evaluating the organization’s readiness involves understanding cultural, structural, and individual factors that influence change acceptance. Techniques such as surveys, interviews, and focus groups with staff at different levels can gauge openness and resistance. Key indicators include past change initiatives' success rates, leadership support, and employee engagement levels. Utilizing models like the Change Readiness Assessment (CRA) provides a structured framework to measure factors such as communication effectiveness, perceived urgency, and resource availability.

At Galaxy Healthcare, assessing readiness might reveal a moderately prepared workforce but highlight the need for transparent communication and involvement of staff in planning processes to enhance buy-in. Ensuring leadership demonstrates commitment and provides adequate resources will also bolster readiness.

Assessing Organizational Issue and Root Causes

Based on the problem-oriented diagnosis, the targeted organizational issue for change can be identified as the inefficiency in patient flow management leading to increased wait times and staff workload. The root causes include inadequate staff scheduling, outdated electronic health record (EHR) systems causing delays, and insufficient interdepartmental communication.

Focusing on root causes ensures that interventions target fundamental issues rather than superficial symptoms. For example, upgrading the EHR system and implementing cross-training programs for staff directly address root causes rather than merely reducing wait times temporarily through overtime.

Organizational Level for Change Initiation

The appropriate organizational level for initiating change is at the departmental and managerial levels initially, with a focus on operational staff and immediate supervisors. This localized approach allows for targeted interventions with observable outcomes. Subsequently, successful initiatives can be scaled upwards to hospital-wide policies involving senior leadership.

For Galaxy Healthcare, starting with the emergency department and outpatient services offers a practical entry point, where immediate improvements can be monitored and refined before broader implementation.

Timing and Feedback of Change Implementation

Feedback should be provided at multiple stages: immediately after implementing initial changes, during mid-term evaluations, and post-implementation. This cyclical feedback process allows for adjustments and continuous improvement. Feedback sessions could be scheduled bi-weekly during active change phases and summarized in formal reports at milestones.

To evaluate effectiveness, a combination of methods should be employed. Surveys targeting staff and patients can assess satisfaction and perceptions of change impact. Additionally, existing hospital reports—such as patient throughput data, wait times, and staff turnover—can be analyzed, with some reports potentially altered or supplemented with new metrics tailored to the change initiatives.

Conclusion

Successfully entering and managing change in Galaxy Healthcare Facility requires careful selection of diagnosis approaches, thorough assessment of change readiness, focus on root causes, strategic level targeting, and robust feedback mechanisms. A structured, participative approach enhances the likelihood of sustainable improvements, ultimately leading to better patient outcomes and staff satisfaction.

References

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