Student Workbook-Chapter 4

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SUNY Westchester Community College *

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Management

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Apr 3, 2024

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docx

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Chapter 4: Change Management in Health Information Management Learning Objectives  Outline strategic planning in healthcare  Define organizational development in terms of strategic planning  Explain the techniques used to promote change  Identify the stages associated with the adoption of innovation or change  Differentiate between internal and external change agents  Contrast the impact of differing conflict management styles required for managing resistance and conflict associated within change Key Terms Active listening ADKAR model Adoption of innovation Anchoring Bridges’ transition model Change Change agent Change initiatives Change management Collaboration Communication Conflict Conflict management Diffusion of innovation theory Early adopters Early majority Emergent change External change agent Innovation Innovators Input-output process model Internal change agent John Kotter’s change management model Kurt Lewin’s three-stage change management model Laggards Late majority Learning organization Mission statement Negotiation Organizational culture Organizational development (OD)

Phases of grief Planned change Power in negotiation Refreezing Resistance to change Senge’s theory of change Strategic change Strategic planning Thomas Kilmann conflict mode instrument Transitioning Unfreezing Vision statement Work environment scale (WES) Answers to Check Your Understanding Questions Page 74 1. Identify when a health organization initiates development of a new or revised strategic plan. A health organization typically initiates development of a new or revised strategic plan when there is a need to address current or emerging market demands. 2. Explain how strategic planning results in organizational development. Strategic planning guides decision-making and resource allocation, fostering organizational growth, efficiency, and adaptability. 3. Delineate the role of the health information manager in strategic planning and organizational development. Health information managers facilitate strategic planning by disseminating information and supporting the development of health policies and information systems. 4. Differentiate between a mission and vision statement. A mission statement describes the purpose and goals of an organization in the present, while a vision statement outlines its future aspirations and long-term objectives. 5. Differentiate between an internal and external change agent. An internal change agent is an employee of the organization, while an external change agent is an outside consultant or specialist. 6. Outline four strategies employed by change agents to facilitate and mitigate resistance to change. Participation in decision-making, socialization and shared values, culture-based approach, communication, and education. 7. Explain the adoption of innovation or change theory. The adoption of innovation or change theory explains how new ideas, behaviors, technologies, or goods gradually spread through a population, rather than all at once. Page 79 1. Differentiate between planned and emergent change. Planned change is intentional and structured, while emergent change is unpredictable and often unintentional. 2. Outline the three stages of Lewin’s model that are experienced during change. Unfreezing, changing, refreezing.

3. Identify the stages of grief individuals may experience during a change process. Individuals may experience the stages of grief during a change process, including denial, anger, bargaining, depression, and acceptance. 4. Outline the steps of Kotter’s change management model and how these steps can be exhibited an HIM department change initiative. Establish a sense of urgency: Communicate the need for change in HIM processes and technology upgrades to improve efficiency and compliance. Create a guiding coalition: Form a team of key stakeholders including HIM professionals, IT specialists, and department heads to lead the change initiative. Develop a vision and strategy: Define a clear vision for the HIM department's future state, aligning with organizational goals, and devise a strategy to achieve it. Communicate the change vision: Cascade the vision and strategy throughout the department, emphasizing the benefits of the proposed changes and addressing concerns. Empower employees for action: Provide training and resources to HIM staff to equip them with the skills needed to implement the changes effectively. Generate short-term wins: Celebrate early successes in HIM process improvements or technology implementations to maintain momentum and motivate staff. Consolidate gains and produce more change: Embed the changes into daily HIM operations, continually seeking opportunities for improvement. Anchor new approaches in the culture: Foster a culture of continuous improvement within the HIM department, ensuring that the changes become ingrained in organizational norms and practices. Page 80 1. Describe organizational culture and how it can impact an employee’s perception of change. Organizational culture refers to shared values, beliefs, and behaviors within a workplace. It influences an employee's perception of change by shaping attitudes, resilience, and adaptability. 2. Outline how WES can assess a healthcare organization’s culture. WES is a validated measure used to assess healthcare organizational culture by surveying employees within the organization. Page 87 1. Evaluate the role of active listening when communicating change initiatives. Active listening fosters engagement, creates a supportive environment, and enhances communication during change initiatives.

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