Kotter’s organizational assessment lists 8 steps to improve success during change within an organization. They are 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 (Thomsen, 2013). I think he describes the best way to implement change effectively and gives a step by step method to do so.

While reading through the steps I was able to recognize some familiar patterns I have noticed within the organization I currently work for. One example is the recent focus on increasing patient satisfaction scores during hospitalization. During step 1 of Kotter’s method the hospital established a sense of urgency for the need to increase patient satisfaction scores. They kept everyone updated via email on the trend in the scores and pointed out they needed to improve to maintain a good community rapport (and maintain insurance reimbursement). In step 2 creating the guiding coalition the organization brought all the directors and clinical coordinators from each department together to discuss methods to improve patient scores. They involved individuals that had leadership responsibilities to gain momentum. Step 3 developing a vision & strategy the change was introduced to each employee by their directors and each unit came up with a vision statement and goal with a set deadline to reevaluate. Step 4 communicating the change vision involved the managers maintaining the idea relevant and posters were placed around the unit to encourage the change. Step 5 empowering employees for broad-based action, the directors involved the charge nurses to help lead the new process. The plan was for the unit to speak with each family of a new admission within 20mins of patient arrival to unit to improve communication and satisfaction. The family was oriented to the unit and actively encouraged to ask questions. The reward was if the task was completed a certain percentage of the time the unit would be rewarded with food. Step 6 generating shot-term wins, the process was not completely seamless and there remains room for improvement. At each step the pros and cons of meeting the target were discussed. Some people would forget to immediately see family when they admitted a very critical patient and it was determined that another coworker should help with family while the primary nurse focused on the patient. The short-term goal was to improve the percentage to higher than the previous month. Step 7 consolidating gains & producing more change, each quarter the scores were analyzed, and goals set to improve or maintain them. The process is reviewed at each staff meeting and time is provided to address any concerns. Step 8 anchoring new approaches in the culture, the process to improve patient satisfaction has been implemented and it is considered a part of the admission process now. Emails are periodically received to keep focus on the change and stories are shared about families expressing their approval on immediate contact with a nurse while waiting for their relative.

Being able to recognize and follow an organizational change model within my hospital helps me to see that it is effective to lead change. To have success with change there must be a clear motive for initiation and a strong plan that looks at short and long-term goals. It is imperative that leaders maintain focus on the plan and goals while involving their staff in the process.

Resource
Thomsen, S. (2013, February 17). KOTTER’S 8 STEP ORGANIZATIONAL CHANGE MODEL FC. [Video File]. Retrieved from https://www.youtube.com/watch?v=LxtF4OXzhyI#action=share