HQS 640 Topic 3 DQ 1

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HQS 640

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Jan 9, 2024

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1 HQS 640 Topic 3 DQ 1 Change is a constant in life and in healthcare. Change may fall short in an organization for reasons like bureaucracy, silos and the organizational culture itself. To successfully manage change in healthcare and business in general, there are many change management tools to choose from. What the project is will help determine which change management tool is the best choice. Three examples of change models are Lewin’s Change Management Model, Kotter’s 8 Steps of Change, and The Deming Wheel, also known as the Plan-Do-Study-Act. Lewin’s Change Model is popular for its simplicity. It has only three steps. Unfreeze is the first step where the team members accept the new change that will take place. This stage is also where the readiness for change is assessed. A compelling reason for the change is developed to explain why the change is necessary and how the new way of doing things will improve the process. This is the stage where the plan for the new process is developed, resources are identified, and teams and leaders are appointed for the teams (Management Training Specialists [MTS], 2023). The second stage is the changing step. This is where the teams start acting on how things are done. This stage is also called “The Implementation Stage.” The success of this stage depends on clear communication of the plan and the reason for it. Short term goals should be set so people stay motivated, and fear of change is managed. The changes are explained as to they will improve process in the long-term and be a benefit to the organization. The final stage is where the changes are solidified, everyone has bought into the changes and are committed to performing the new process in the long-term. This stage is the Refreezing, or “Making it Stick” stage. Changes are reviewed and accomplishments are celebrated and any issues encountered along the way are addressed. This stage establishes a support network, risks of not using the new process is explained, metrics established to track the progress, and plans are made to deal with the inevitable pushback to the change. The advantages of using Lewin’s model is that it is easy to understand because of its simplicity. It is based on the psychology of how the mind works and responds to change. This change method creates sustainable change when it is used correctly, and it puts people first. But Lewin’s method also has some disadvantages. Some people may consider it too simple and that it oversimplifies the way people respond to change. Another similar issue is that some consider it to rigid and prescriptive. Some people may consider this method too combative instead of

2 nurturing and it is a method best used for long-term projects because it takes time to get the buy in from the people involved. Kotter’s 8 Steps of Change encourages transparency and teamwork by having everyone to assess the organizational improvements. The 8 steps are: create urgency for the change, form a guiding team, develop a vision and strategy for the change, communicate the vision, eliminate any obstacles to the change, create short-term wins to keep people motivated, consolidate the wins and gains, and coordinate the change into the work culture (Indeed Editorial Staff, 2022). This model provides a more detailed and clear guidance in a step-by-step format that many find easy to implement. It put emphasis on employee involvement and acceptance throughout the process, and many of the steps are intended to prepare people for the change. The model endeavors to ensure that people understand the need for change and understand how to make it happen. The advantages of this model are the simple step-by-step process of the model, the emphasis on employee involvement and acceptance, and the importance of proper preparation for the change. But Kotter’s model also has some disadvantages. These disadvantages include the fact that this is a very long change process, some of the steps can be unclear, and it’s a top- down approach to change. The third change management tool presented here is the Plan-Do-Study (Check)-Act also known as The Deming Wheel. This PDSA Model is a key part of the lean management philosophy. This change model can really help an organization break out of its stagnancy and transition it to a new system of continuous improvement. This continuous improvement process can be for services, processes, or products. This model is a continuous loop and ongoing process instead of the end-to-end model that most other models are designed around. The PDSA model is a valuable tool that can be used in many ways like exploring and testing multiple solutions in small, controlled trials, it avoids waste by finding and changing ineffective solutions before they are rolled out on a large scale, this cycle implements the change and its continuous improvement by implementing Six Sigma initiatives, and it is used to develop and improve a process. The biggest advantage to using this cycle is that it is applicable across almost any industry and type of organization. The advantages of this cycle approach is that it is easy to use and understand while being extremely versatile to apply. But there are also some disadvantages like it can be hard to do: Despite being a simple process, the work can be difficult. Because PDSA breaks process improvements into smaller steps, it can be slow process and not a good solution if the

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