LDR 615 Contemporary Organization Evaluation
LDR 615 Contemporary Organization Evaluation
Change is a critical aspect of improving healthcare delivery in organizations as it brings new opportunities that allow providers to enhance quality of care and patient satisfaction and experience. Healthcare organizations, especially due to the increased demand for care services due to an aging population and better health technologies, should embrace change and evaluate their abilities and capacity to implement novel care delivery approaches to meet the diverse demands and efficiencies (Cameron et al., 2019). Mental health issues affect millions of individuals and the COVID-19 pandemic exacerbated cases due to measures enacted to prevent and reduce its spread to different health population. Behavioral and mental health service providers like CHE Behavioral Services continue to grapple with the rise in demand for care and leverage technological capacities and interventions to meet these needs from diverse patient populations (Henry, 2022). The purpose of this paper is to evaluate CHE Behavioral Health Services as it responds to change due to disruptive technology, regulations, and environmental aspects as well as new legislations.
Description of Organization: CHE Behavioral Health Services
CHE Behavioral Health Services (CHE Health) is one of the largest multispecialty, clinical-based group of licensed professionals dedicated to expanding access to mental health services and lowering the stigma associated with mental health condition. Located in Brooklyn, New York, the organization was established in 1994 and boasts of over 900 psychiatrists, psychologists, nurse practitioners, licensed clinical social workers as well as therapists dealing with families and marriages. The organization employs the highest number of non-contract W2 mental health providers in the U.S (CHE Behavioral Services, 2023). The organization provides mental health solutions to different types of people, especially in response to a rising need for mental health services across the age and life continuum for millions of individuals and families. These trained professional treat major mental issues like anxiety, depression, psychosis, adjustment disorders and behavioral disturbances (Tami, 2023). They also offer interventions for medical problems like non-compliance, hypertension, chronic pain, diabetes, obesity and cancer because of the increased susceptibility of individuals with the conditions to encounter mental health issues.
CHE Behavioral offers inpatient services to residents in long-term care and rehabilitation facilities in a cost-effective and caring way. The organization also continues to leverage technologies like telehealth to offer services to patients in the U.S. and beyond. The use of telehealth shows the effects of adapting to changes to remain relevant and meet diverse patient needs and concerns (CHE Behavioral Services, 2023b). As such, changes in the organization emanate from internal and external pressures and need to comply with not just trends but also legislations like the landmark Affordable Care Act and other legislations to expand access to mental health services
Degree of Change Disruption & Organizational Response
The increasing need for mental health services coupled by different factors, especially external like high number of patients, and reforms in legislations that improve access to care, implies that CHE Behavioral Health should adopt new ways of offering care. The use of telehealth, particularly at the height of COVID-19 pandemic, disrupted the provision of care at the organization (CHE Behavioral Services, 2023b). The measures instituted to lower the rate of infections and prevent spread meant that organizations like CHE should develop innovative approaches to offer care to its clients and new ones seeking the services.
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The organization has responded to the disruptive changes caused by COVID-19 pandemic, and a rise in demand for
mental health services by leveraging technology, especially telehealth. According to the organization and research studies, telehealth has improved access to mental health, especially during the COVID-19 pandemic. Using technology to incorporate behavioral health care into primary settings is a core part of ensuring patient access mental health care that they need in a system that lacks sufficient providers to meet the growing demand for mental health care (Arafat et al., 2019). As such, CHE Behavioral Services believes that leveraging telehealth will enhance its service delivery to patients and allow it to remain competitive and sustainable in the market. Secondly, the organization is responding to these changes by partnering and collaborating with visible sponsors and other healthcare entities in the U.S. and beyond. For instance, it has partnered with NexGen Healthcare to expand access to mental health care and uses OnCall’s telehealth solution to offer services to its patient with care programs.
Evaluation of Change Strategies and Level of Success
Implementing organizational change requires effective change strategies and even models to attain success. CHE Behavioral Health has deployed diverse strategies in its change plan. These include collaborating with other organizations, embracing and expanding use of technologies, especially telehealth as part of its processes and ways of delivering mental health care services, and constant training of its staff to meet the diverse patient needs (Cameron et al., 2019). Today, the organization is the one of the largest behavioral health services providers not just in the U.S. but across the world. The organization believes in collaborations and partnerships that have enabled it improve access to mental health care services to different populations, both in its inpatient settings, and through telehealth.
These strategies have led to significant success for CHE Behavioral Health due to a rise in the number of patients that access its services (Arafat et al., 2021). For instance, using various digital devices, healthcare professionals from the organization can communicate and manage patient’s health virtually from any location. The providers use video software to connect with patients and offer tele-psychotherapy from the comfort of their homes. The inpatient services benefit from increased collaborations and partnership with other organizations that allow the company to offer services at such locations or have referrals from these entities.
Effects of change on Stakeholders & Resistance
The changes have had positive and negative effects on stakeholders; both internally and externally. The change has led to a rise in access to mental health care services for millions of patients in different locations, better interactions with their providers, and increased levels of satisfaction for patients and even the over 900 specialists and healthcare providers (CHE Behavioral Services, 2023). Adopting these changes ensures that the organization attains its mission of being a leader in improving mental health access and treatment using a full spectrum of care environments.
Resistance to change happens since change leads to new ways of doing things and creation of ambitious goals. In this case, resistance from internal stakeholders like providers was inevitable due to the increased responsibilities and even workload. Effective communication, motivation and creation of teamwork through inter-professional collaborations are some of the strategies that the organization used to address possible resistance (Monaghesh et al., 2019). However, the assessment shows that employees embraced the integration of telehealth and partnership with other organizations to improve care delivery and address the access to mental health care problems.
Overall Implications of Change on Inter-Departmental Collaboration
Change should result in synergies and increased collaboration to attain the expected outcomes for organizations and their employees. Effective change implemented using change models like Kotter’s eight-step process and John Hopkins’ evidence-based practice (EBP) model should incorporate all players in an organization. In the case of CHE Behavioral Health, change increased collaboration among the different departments and specialties as patients require feedback from all providers in managing their mental health problems (CHE Behavioral Services, 2023). For instance, the organization has licensed professionals focused on expanding access to mental health services who include psychiatrists, psychologists and nurse practitioners among others who should work as teams to offer quality holistic mental care to patients by develop a common treatment approach for each unique patient case.
Opinion on Leaders’ Response and Preparation for Change
The organizational leaders responded and prepared for the changes in a progressive and participative manner, especially by accepting and motivating the practitioners and mental health providers to embrace innovation. CHE’s mission is to expand access to mental health care services and I believe that the leaders embraced this call by seeking ways to collaborate and partner with other entities to bring quality patient care to the many people that the organization serves.
It is evident that many things worked for the leaders and the organization. Firstly, effective communication and involvement of all players worked for the organization. This implies that the leaders collaborated and encouraged the employees to embrace change (Arafat et al., 2021). They ensured that all contribute to the new way of doing things, especially expanding access to service for diverse patient populations. Secondly, partnerships and collaborations with external stakeholders also worked for the organization to increase the number of clients through innovative and aggressive marketing campaigns. However, resistance may have occurred but at minimal level. Again, the integration of telehealth required increased investment through financial resources. The organization managed to address all these aspects and succeeded in implementing the changes.
Modifications & Additional Strategies
Leaders in the organization should integrate additional measures that include using more resources, more collaborations and partnerships and training employees to learn and acquire new skills in different areas of care provision. Leaders should also embrace effective leadership approaches like servant leadership and have interpersonal attributes to encourage and motivate the employees to embrace change (Tami, 2023). A core aspect is to make CHE Behavioral Health Services a learning organization. Additional strategies to navigate change is to leverage more aspects of health technology like artificial intelligence, and social media platforms to have better interactions and understanding of patient health issues.
Change is an inevitable part of organizational processes and allows entities to have better ways of managing new trends and care demands as illustrated by CHE Behavioral Health Services. Consequently, organizations should implement strategies that enable them to attain the goals of such changes and expand their sustainability. CHE Behavioral Health Services has experienced changes that have allowed it to expand access to mental health care service as advanced by its mission. Therefore, leaders should modify their approaches to change and ensure that the organization attains more benefits from fast-changing health care environment and system.
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