Change Management for Healthcare
My organization will be making a major shift in its organizational structure resulting from being acquired by a much larger corporation. This change will affect numerous stakeholders: clinical and administrative staff, patients, and the local community. The change is a result of the landscape change in the healthcare industry. There are many steps that the organization could take to execute the change. My thesis is that in order to be successful and achieve the desired result, change management must follow a systemic and methodical process. I will walk through the implementation of the change prior to, during, and after the acquisition according to the change implementation framework created by John P. Kotter.
It’s hard finding anyone who doesn’t know that healthcare reform has been passed. However it is difficult to identify individuals that understand the true extent of what will be required to survive with the new regulation. In 2006, the median growth in hospital expenses outpaced revenue growth, and according to a recent report issued by Moody’s Investors Service, this trend continued through 2008. The political, social, and economic aspects of healthcare reform make any change at a national and/or local level a challenge as many pitfalls are available and will be emotionally charged.
My organization is being proactive and making changes in advance of the changes in legislature. We have found that in order to control costs and ensure viability as an ongoing concern it would be beneficial to be acquired by a larger organization. However, along with this change and its positives it is being accompanied by apprehension from some of the stakeholders.
Establish a sense of urgency My organization is a small specialty hospital. Competition is increasing because other hospitals are able to offer the same product lines at a lower cost with greater volume. Our hospital has a renowned clinical staff and in order to continue to grow and succeed at
It’s hard finding anyone who doesn’t know that healthcare reform has been passed. However it is difficult to identify individuals that understand the true extent of what will be required to survive with the new regulation. In 2006, the median growth in hospital expenses outpaced revenue growth, and according to a recent report issued by Moody’s Investors Service, this trend continued through 2008. The political, social, and economic aspects of healthcare reform make any change at a national and/or local level a challenge as many pitfalls are available and will be emotionally charged.
My organization is being proactive and making changes in advance of the changes in legislature. We have found that in order to control costs and ensure viability as an ongoing concern it would be beneficial to be acquired by a larger organization. However, along with this change and its positives it is being accompanied by apprehension from some of the stakeholders.
Establish a sense of urgency My organization is a small specialty hospital. Competition is increasing because other hospitals are able to offer the same product lines at a lower cost with greater volume. Our hospital has a renowned clinical staff and in order to continue to grow and succeed at
References: Squazzo, J.D. (2010). Mergers and Acquisitions: A CEO Roundtable. Healthcare Executive, Volume 25 Number 5, 29 – 36. Kinicki, A. Kreitner, R. (2009). Organizational Behavior: Key Concepts, Skills, & Best Practices. McGraw-Hill Companies Retrieved on September 19, 2010 21:08:32 GMT http://management.about.com/cs/mergersma/a/MergerSuccess.htmhttp://www.mindtools.com/pages/article/newTMM_67.htm http://www.hearthospitalofaustin.com/Default.aspx?tabid=779