Analysis Of The Types Of Change

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Analysis of the Types of Change
“An organization is a complex system of relationships between people, leaders, technologies and work processes” and those interactions influence organizational behavior, culture and performance (Lorenzi & Riley, 2000). As humans, we are vulnerable to making errors. Relying on a computer to verify information and complete repetitive tasks minimizes errors that may be more frequently made, and less frequently caught, by a person and also makes the verification and delivery process a lot more efficient too (American Hospital Association, n.d.). The need for change, in how medication was ordered and delivered, was properly identified by the pharmacy department at General Hospital. The new technology, when used
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Cultural Change Though operational change is the biggest change impacting the organization, there is also a strong presence of cultural change. Cultural change “affects the basic organizational philosophies by which the business is conducted (Lorenzi & Riley, 2000).” Culture is a combination of shared history, explicit values and beliefs, and common norms and behaviors (Jones, Aguirre, & Calderone, 2004). The manual process, that the organization is demanding to be restored, was not focused on patient safety and is being pushed to change by industry-wide cultural change to improving the patient experience and minimizing errors that reach the patient. When the culture becomes focused on constantly improving how they meet the patient’s needs, there is a justification that is established for the rapid and frequent changes by the organization. The healthcare culture is becoming more reliant on technology and the cultural change is causing a loss of face to face interactions and is changing how responsibility for patient safety appears in one’s job duties (Lorenzi & Riley, 2000).
Understanding the Resistance to Change
“Any significant transformation creates “people issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant (Jones, Aguirre, & Calderone, 2004).” Combining this definition with the types of changes facing General Hospital, it is not
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