Quantum Leadership Case Study

Implementing change among all organizations is necessary to achieve success; within the health care industry change is constant and it is the role of management teams to assess, plan, implement and evaluate change to ensure satisfaction. Considering this among the other aspects of running a successful organization it is essential to ensure that there is minimal resistance and familiarity to change. Demands of the consumers and staff as well as regulations are continuously changing. The responsibility of managers is to successfully lead these inevitable changes.

According to Porter-O’Grady, 2016 et al p 324, our healthcare systems today are at the center of what is considered major change. Much of the change today is directly related to the foundational principles, concepts and associated with complexity in systems and relationships, and an understanding by nurse leader and follower; of what it takes to make meaningful change. Nurse Leaders, registered nurses, advance practice nurses, and other followers, at every level of our organizations must be increasingly aware of meaningful and sustainable changes that improves our healthcare systems (Porter-O’Grady, 2016 et al p 324).

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

There will be undisputed pressures from staff to make changes succeed. As many staff and managers find change unnecessary, it is important to take the approach of selling an experience rather than change. This will allow staff to become involved in refining the analysis of change and of what possible improvements it could bring. Staff would then assume ownership of systems

In the ever-changing healthcare field, organizations must be willing to adapt and make changes when necessary. Patient-centered care is of utmost importance in today?s healthcare landscape. Therefore, management must not view change as a threat, but as a challenge to do something new and innovative (Marquis, B., & Huston, C., 2015).

Participation of all employees in a healthcare organization is needed within a transformational organization. Change is probably never popular, but is necessary for the transformation and restructuring of the healthcare industry. There are several models in the scope of transformational changes and learning organizations. The capacity to change is embraced by organizational transformation and initiatives sustained are representative of learning organizations (Johnson, 2009).

There are several traits and strengths that these leaders will need for individual and the organizations to be successful. These future leaders will need to be independent thinkers that can bring fresh solutions to this new emerging healthcare market to help improve patient outcomes. In these changes, leaders will also need to understand value-based and be passionate about serving the needs of the customers, the patients. The future will require leaders to be able to motive and inspire others to achieve common goals. As population management grows and compensations methods change, healthcare leaders will need to be change leaders and create a change culture within organizations. Finally, healthcare leaders of the future will need to be able to find ways to cut budgets and be lean without sacrificing

An article entitled, Leading Innovation in a Risk-Averse Healthcare Environment, by Michael O’Brien describes how decisions in healthcare innovation are being decided by hospital CFOs because budget plays such a large role in the ability to make health care advancements. Innovation is present on all levels, practitioners are creating new innovative medications and techniques that can boost research funding, CFOs are looking at innovative ways to restructure budgets to meet the rising cost demands and nurses and/or therapists are looking for innovative therapy applications to improve patient outcome and support successful healing once discharged from the hospital. Disruptive innovation is constantly present in medicine since this science is only a practice and is constantly evolving in the presence of new research. As a healthcare leader I encourage my peers to constantly be trying to find innovations in their practice. When a practice becomes stagnant there is limited chance for growth and an individual's motivation can be stunted. “Innovation requires that organizations let go of old work and take on new” (O’Brien, p.113)

The world needs leaders to lead by example. The health care field needs leaders to promote what is the right things to do in healthcare thus enhance the productivity of care delivery in a qualifying cost-effective way. Leaders are skilled with brilliance, innovation for change and possess the vision to determine what needs to be done as well as empower people to strive for change and promote a healthier system for that which is of concern. Transformational style leaders are preferred in the new design of healthcare delivery systems today. Transformational Leadership inspires followers and acts as role models, creating acceptance of the mission and purpose of the team (as cited in Lievens, & Vlerick, 2014).

Innovation is an integral part of any successful business entity. Innovation involves building a creativity culture, developing new business models, installing new technologies, and most importantly, innovative leaders (Davila, Epstein, & Shelton, 2013). The new, unstable and highly competitive healthcare environment requires innovative leadership to become successful in the effective execution of innovative practices.

Creativity is a valuable component of the decision-making process when achieving total quality. Total quality is achievable through a constant value-focused approach. During this process, innovation is critical to successful implementation of change within a facility. Effective leadership plays a significant role in the development of efficient processes, which can create value for the organization. During this type of approach, creativity aids the process by shifting focus to innovative and flexible ideas (Goetsch & Davis, 2014). In order to create sustainability in healthcare, I feel leaders should encompass this approach. Change is unavoidable in healthcare and facilities must be proactive in addressing this change. This can be a change

Change and innovation are often hard concepts for individuals to open their minds to and accept. This is especially true when bringing them into a healthcare organization that consider their practices status quo. However, with the continuous metamorphosis of healthcare, new medical breakthroughs, and new evidence-base practice change and innovation are inevitable and status quo no longer feasible. The diffusion of innovation theory, recently expanded upon and made popular by Everett Rogers, discusses five stages of the adopting process and five factors that will help drive the success of a planned change (Huber, 2014; Kaminski, 2011). Roger’s theory focuses on how a new innovation is perceived by individuals or an organization, because it will

While many health care practitioners are willing to change, the issue is that change is often mismanaged by leaders whom are either incompetent or lack the resources to follow through in the implementation of change. An example was documented in a study of a California hospital unit where patient satisfaction scores rose and immediately fell. At the time, the hospital was going through transition. The nurses in the unit saw this as an opportunity to improve patient satisfaction score. They initiated the process by recommending that the new chief executive officer (CEO) change the current procedure to one that could led to the improvement of patients’ satisfaction. The result, in a few months

In viewing Microsoft as the example corporation in viewing this focus on trends and new leadership, one can see how this company has consistently maintained its capability to remain ahead of the curve in terms of trends in leadership in order to keep the company running smoothly, especially in its IT functions. Trends are in fact what keep the IT field moving forward, as with new trends come new products and new innovations to better the world which these companies serve. However, in viewing the concept of

Fixing problems that face health care in many health facilities demand a system wide set of solutions. The systems used in these facilities must be assessed and redesigned to identify factors that will aid in the achievement of the set goals. The enormous task of achieving the goals should be undertaken collaboratively by all the key stakeholders, who include, health care professionals, planners and policy makers, administrators, payers, and patients and their families. These partnerships must begin with a common understanding of the problems together with a shared commitment to cooperate and work together to eliminate the problems. With this knowledge, therefore, an action plan for redesigning the health care system can be developed and later implemented. For a successful health care service to be realized, there are various factors which should be employed and which are not found in the traditional business setting. These include unique economic processes, proper regulatory requirements and the perfect quality indicators. This creates a need for every leader within the healthcare industry to create or develop unique skill sets that will harmonize both organizational leadership and the inter-professional team development. It is, therefore, important to understand the comprehensive approach to the management of patient care and also how the concepts of team development and organizational leadership support healthcare leaders in creation of a patient-centric