Transformation or restructuring in any form of organization is noted for being difficult. According to Harvard Business School Professor of Leadership John Kotter, the failure rate since 20 years past has remained has high as 70 percent. Furthermore, significant change took extensively long for successful implementation (approximately anywhere between 5 to 7 years) and improvements to performance that have been achieved rarely ever last. Despite the fact there is a desperate need for improvement of organizational efficiency and for change which is often obvious to executive staff members, the subordinates often view such a premise as being fundamentally flawed, as they’ve managed to survive through hard times in the past with the status quo always returning (Chessare et al, 2016). This research report will fundamentally address the manners in which culture guides behavior, how engagement impacts success, and how the culture reacts to shifts in population health management. The healthcare industry struggles more than most, as both administrative and clinical staffers view their work as vocation in the same way as a basic profession, with many being historically suspicious of higher level administrators in addition to rejecting new agendas.
Every healthcare organization is required to establish a safe environment which facilitates evolutionary behavior and providing encouragement for staffers to embrace change. Moreover, they must do this while simultaneously recognizing that change is often incredibly difficult, as diminishing returns for reimbursement occur in tandem with rising costs of delivery, making the best organizations the ones that are nimble. Adaptation must occur at paces faster than ever before in history as a result of technology’s exponential growth, and innovation should be celebrated to allow for an environment where value-based reimbursement and reengineering is welcomed (Chessare et al, 2016). A healthy culture in an organization should always define expectations for performance of individual caregivers in essential regions such as patient safety, operational efficiency, quality of care, patient experience and safety. When the culture of an organization expects leaders to embrace the goals of which they have defined and provide them with the guidance and tools necessary to realize said performance, the outcome often falls in line with the desired metrics. Even during periods of immense struggle, the strongest cultures thrive due to the fact that healthcare providers have confidence in themselves to navigate the various challenges place upon them (Chessare et al, 2016).
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In the modern world, leaders are expected to have conversations with their employees that goes both ways and clearly outlines the vision of the organization such that the subordinates buy in to the idea and understand it. This message is often in the form of an expectation which states they will stop at nothing to care for the patients in the same way they would for their loved ones in a medical crisis. Engagement is perhaps the most important component of success as commitment is far more likely to create the most efficient, compassionate and highest quality care (Brickman, 2016). Clear communication not only drives engagement but has successfully proven to sustain it. A consistent delivery of aspirations, goals, and expectations to internal teams and external audiences often solidifies cooperation and naturally enhances performance in every region of an organization. It requires a protracted and concerted effort to establish a strong engagement level and persistent focus. The healthcare world that was formally centered around the hospital is rapidly altering into a more systemic approach which is designed to improve the general health statistics of the entire population (Brickman, 2016). Organizations that will succeed in this growing sector will be those that can demonstrate adaptation and flexibility in every aspect of their operations as they migrate from the old guard strategies of decades past.
- Brickman, J. (2016, November 23). How to Get Health Care Employees Onboard with Change. Retrieved January 15, 2018, from https://hbr.org/2016/11/how-to-get-health-care-employees-onboard-with-change
- Chessare, J., Grant, H., & Pryor, W. (2016, June 21). Changing healthcare means changing organizational culture: 3 health system leaders weigh in. Retrieved January 15, 2018, from https://www.beckershospitalreview.com/hospital-management-administration/changing-healthcare-means-changing-organizational-culture-3-health-system-leaders-weigh-in.html
