Kotter’s Eight-Steps of Organizational Assessment
Kotter’s organizational assessment includes eight-steps that all circle around what he considers “the big opportunity”. The big opportunity can be any event that is important to the people experiencing it. The eight steps include establishing a sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering employees for broad-based action, generating short-term wins, consolidating gains and producing more changes, and anchoring new approaches in the culture.
The ten contributing factors to the failure of change management include an utter lack of a plan to guide the change, failure to define a clear rationale for the change, ignoring culture, weak follow-through by sponsors, not investing resources in the change effort, gaps in change agent skills, haphazard communications, fear of feedback, declaring success too early, and neglecting to reinforce the change.
In my own work place I’ve noticed that although my superiors can come up with a good rationale for the change they want to implement they fail to have any kind of concrete plan of achieve the change. I’ve also noted that they fail to invest resources that would help the change be implemented. They want a change to be made with no added expense. Developing a vision and strategy and generating short-term wins would help my unit to be more successful in their changes.
References
Thomsen, S. (2013, February 17). Kotter’s 8 Step Organizational Change Model FC. Retrieved March 23, 2017 from https;//www.youtube.com/watch?v=LxtF4OXhy1#action=share
Good job on the blog. I feel like in order to manage the transition would also mean giving and receiving as much feedback as possible in order to keep the change on track and flowing smoothly. If your supervisors are wanting to make the change in the facility, they would need to take care of the expenses.
In a capitalist society I am still taken aback how many people expect something for nothing, or they invest money in big reputation consulting firms that will tell them now to make their care better instead of investing in the ones providing the care. Of course, as a part of said nursing staff, I am biased. In the article by Hagler & Wilson (2013), it states that there is considerable cost to make sure that nursing staff is competent, but it helps to prevent errors which can be quite costly. “Staff members are a health care organization’s greatest resource; support of those staff in developing and maintaining competencies that lead to safe patient care should be a high priority” (Hagler & Wilson, 2013 p. 168).
Hi,
I enjoyed reading your post. My facility is similar to yours in the ways you discussed. Also in my case, they don’t form a guiding coalition that explains the reasons behind the change or how the change will be I’m implemented. I’m sure it comes down to money like all companies. Maybe now since we have knowledge of this change model we can bring it up to management when the next change comes.
Sctucker,
Yes! Working at a for-profit hospital can be exhausting as everything feels like a bottom red with nothing but red tape on the way to the finish line. It’s becoming less and less about the patients and more and more about pocket books. It’s sad.
Creation of a stable plan to reach your goal is important. At your facility it seems this vital step is skipped. An organizational assessment would be a very helpful tool as it could create a plan to adapt to changes in a successful manner. Having reasonable goals also leads to better outcomes. A hospital may want to strive for lowering infection rates instead of striving for zero infections. Setting an unachievable goal as a leader would lead to lower employee morale and job satisfaction. A good leader would set achievable goals and support all employees in this endeavor to the best of their ability.
Gareichert,
I agree that often goals are set with an unattainable end-game. I think that, often, administrations forget that baby-steps can be more effective than long strides for long-term efficacy.