This Week Focuses On The Creation Of An Implementation Plan

This Week Focuses On The Creation Of An Implementation Plan And Associ

This week focuses on the creation of an implementation plan and associated change management. Respond to the following in a minimum of 175 words: Think of an example where change was attempted but failed. Using the concepts presented in this week’s readings, discuss what contributed to the failure and what might have been done to prevent it. Due Day 7 (will be adding the classmate replies within 24hrs) Reply to at least 2 of your classmates or your faculty member. Be constructive and professional.

Paper For Above instruction

Change management is a critical aspect of implementing organizational change effectively. Yet, despite best intentions, many change initiatives fail due to a variety of reasons, including poor planning, lack of communication, resistance from stakeholders, and inadequate leadership support. An illustrative example occurred in a mid-sized healthcare organization where a new electronic health record (EHR) system was introduced with the goal of improving data accuracy and streamlining workflows. However, the implementation was unsuccessful, ultimately leading to significant operational disruptions and stakeholder dissatisfaction.

One key factor contributing to the failure was insufficient planning and stakeholder engagement. The leadership team did not adequately assess the organization’s readiness for change nor did they involve frontline staff sufficiently in planning. According to Kotter (1997), successful change requires creating a coalition of committed stakeholders and establishing a shared vision early in the process. The lack of inclusive planning created resistance and mistrust among staff, who felt inadequately consulted and unprepared for the transition.

Another contributing factor was ineffective communication. The organization failed to clearly articulate the reasons for change, expected benefits, and how the transition would be managed. Lewin's Change Management Model (Lewin, 1947) emphasizes the importance of communication during the unfreezing stage to overcome resistance. Without ongoing, transparent communication, rumors and misinformation proliferated, further undermining acceptance.

Furthermore, change fatigue was prevalent due to previous unsuccessful initiatives, which lowered morale and increased resistance. This illustrates the importance of leadership support and visible commitment, as described by Prosci’s ADKAR model (Hiatt, 2006). Leaders were not proactive in reinforcing the change effort or addressing employees’ concerns, leading to a lack of motivation to adopt new processes.

Preventing such failures begins with comprehensive planning that includes all stakeholder perspectives, thorough communication strategies, and leadership commitment. Conducting readiness assessments and involving staff early can foster a sense of ownership and reduce resistance. Additionally, establishing a clear vision aligned with organizational goals and maintaining ongoing communication can mitigate uncertainties and build trust (Hiatt, 2006).

In sum, the failure of the EHR implementation was largely due to insufficient planning, poor communication, and lack of stakeholder engagement. Learning from these missteps highlights that successful change management requires meticulous planning, inclusive engagement, proactive communication, and strong leadership support to ensure sustainable organizational change (Cameron & Green, 2015).

References

• Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
• Hiatt, J. M. (2006). ADKAR: A model for change in business, government, and our community. Prosci Learning Center Publications.
• Kotter, J. P. (1997). Leading change. Harvard Business Review Press.
• Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and social change. Human Relations, 1(1), 5-41.
• Hiatt, J. M. (2006). ADKAR: A Model for Change in Business, Government, and Our Community. Prosci Learning Center Publications.
• Hussain, M., & Arif, A. (2022). Organizational change management: fundamentals and practices. Journal of Management Development, 41(3), 325-339.
• Appelbaum, S., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: revisiting Kotter's 8‐step change model. Journal of Management Development, 31(8), 764-782.
• Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications.
• Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293–315.
• Prosci. (2020). Best Practices in Change Management. Prosci Inc.