Success For The New Change Plan

1741 Words7 Pages
As SGH leadership has discovered, change projects frequently fail. The disappointing outcomes from the CPOE project can be acted upon as a trigger event for the SGH board of directors and executive leadership to make transformational change to ensure high patient safety at SGH. SGH leadership must start by reviewing the reasons for CPOE failure, and create a risk management plan with the change management planning team. Decker, Durand, Mayfield, McCormack, Skinner, & Perdue (2012) introduce the concept of critical failure factors as a way to analyze implementation risks. Careful identification of what will constitute a failure in the new change plan will positively influence the scope and definition of success for the new change plan (Decker et al., 2012). Galvanizing the SGH community around this trigger event, with in depth knowledge regarding the root cause of previous failure will enable the SGH leadership the insights necessary to use in the change plan scope definition, and communication plan for external stakeholders, shareholders, and employees engaged in the change process. With a straightforward change vision and plan set, the SGH leadership team will solidify the who will be on the change management team, and empower this team to work cross functionally across the SGH organization to create change implementation plans. Some members of the team may come from the employees already identified to help with the change definition. Next the SGH leadership team
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