LDR 615 Discuss two strategies that can be used for leading change
LDR 615 Discuss two strategies that can be used for leading change
The task of addressing institutional change is both imperative and arduous. Every healthcare institution possesses a distinctive trajectory toward progress, and the ones that achieve the greatest success in advancing are those that align their distinctive organizational capabilities with a compelling vision of the future. The successful implementation of change in our decentralized decision-making structures necessitates a methodology that is grounded in the fields of healthcare and social science, organizational management, and communication studies (By, 2021). Leaders can implement change at their institutions through two primary strategies: firstly, by establishing a clear purpose for the change and effectively communicating the envisioned outcome; and secondly, by comprehending the organization’s vision and values to ensure clarity.
The primary responsibility of a leader is to establish the foundation for transformation and effectively convey the rationale behind their decision to initiate such change. According to Arsenault Knudsen et al. (2021), when a clear and specific purpose is not established, individuals tend to create their objectives, resulting in a potential divergence of efforts among followers, which can pose a challenge for the leader. To effectively convey the objective of the modification, the individual in charge must construct a declaration of purpose that is centered on forthcoming outcomes. It is imperative to establish a clear articulation of the organization’s beliefs regarding the service they provide to garner the backing of stakeholders. Upon achieving a clear understanding of their purpose, leaders can make informed decisions regarding their desired future direction.
After establishing a distinct objective, the leader must articulate a well-defined perspective on the direction in which
the company will progress, as well as the potential effects on both customers and internal stakeholders. According to By (2021), effective leadership entails the articulation of personal convictions, the establishment of core principles, and the utilization of these as a framework for navigating organizational transformation. Values serve as the ethical and moral framework for an organization, providing direction for decision-making and behavior throughout the entire entity.
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To ensure effective change management and successful adoption within an organization, it is imperative to include the most vocal critic of the change initiative in the guiding team (Yoder-Wise & Sportsman, 2022). Active involvement of the guiding team in the change process tends to result in their empowerment. Ultimately, it provides guidance and enhances the efficiency of the change process.
Arsenault Knudsen, É. N., King, B. J., & Steege, L. M. (2021). The realities of practice change: Nurses’ perceptions. Journal of Clinical Nursing, 30(9-10). https://doi.org/10.1111/jocn.15693
By, R. T. (2021). Leadership: In Pursuit of Purpose. Journal of Change Management, 21(1), 1–15. https://doi.org/10.1080/14697017.2021.1861698
Yoder-Wise, P. S., & Sportsman, S. (2022). Leading and Managing in Nursing E-Book. Elsevier Health Sciences.
A change agent lacking needed skills would have a tremendous impact, which would not be positive. I hate to bring my organization up again, but we are the perfect example of a leader without the needed skills and how that impacted the organization. Our leader has been trying to force change, and the results are alarming; There is a failure to design a vision, a plan, create a sense of urgency, and build a guiding coalition. Leadership has terrible communication. The lack of effective communication had an impact on the way the stakeholders received the new vision. They rejected the new vision; they denied support and did not get involved with it; since nobody cared to ask for their input, and they knew that the leader would go on with the vision whether they liked it or not. There are issues with diagnosing the root of the problems ( Leadership keeps blaming Covid instead of acknowledging that stakeholders left because they disagreed with the change). There is a lack of emotional intelligence, and the list can go and go; it is clear that the outcome is not what the organization expected, nor what they desired, since they are not making any adjustments, the organization keeps going full force in the wrong direction. It is just a matter of time before we will crash. In this Church “Industry,” when events like this happen, and the organization hits rock bottom, they usually end up being absorbed by a larger organization or a larger Church; they will lose their name and become another organization, and they will become a good memory of the past.
A lack of skills makes a significant impact to change. I have seen over the last year through this pandemic those most resistant to change was because they did not feel that they had the skillset, or the necessary equipment needed to safely perform their job. As we have learned fear is one of the biggest obstacles to embracing change (Kotter & Cohen 2002). In the healthcare setting we see this often. When policies are changed and more responsibilities are placed on nursing units, it is almost always met with resistance. We have just changed our payroll system and I have been one of the managers most resistant to the change. It is a system I have never used, and we had a very short tutorial. This has created added time to complete this task that is limited to start. I have been very vocal that a change this important requires proper education. We need to make sure that our staff has all the skills and education they need prior to implementing the change or we are simply setting them up to fail.
Kotter, P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Press. ISBN-13: 978-1422187333
A change agent to be successful during an organizational change must have certain attributes. They must be able to be an effective communicator to keep all stakeholders informed and keep the change vision alive. A change agent that does not have the right attitude or patience will not be able to be able to lead a team through difficult times. Change agents should be able to have detail knowledge or understanding of the changes that need to take place. Change agents without the detail knowledge of what requires change cannot communicate effectively. The change agent will lose all credibility and respect from it’s stakeholders and will fail in their role of change agent.
Making Good Change Agents: Attitude, Knowledge, Skills – iSixSigma. (2010). SixSigma. https://www.isixsigma.com/implementation/change-management-implementation/making-good-change-agents-attitude-knowledge-skills/