LDR 615 What environmental forces drive organization development in your field or industry?

LDR 615 What environmental forces drive organization development in your field or industry?

LDR 615 What environmental forces drive organization development in your field or industry?

Environmental forces drive organizational development to ensure that its activities and processes align with changes and trends affecting different dynamics in its industry. Environmental forces driving organizational development in nursing practice and healthcare industry include increased patient diversity and the need to embrace patient-centered care through more application of evidence-based practice interventions (Cao et al., 2019). The second force is the increased integration of technology like use artificial intelligence and wearable devices in health care to increase accessibility and also help individuals with chronic conditions like diabetes who require close monitoring and evaluation. The implication is that use of technology is a critical environmental force that is leading to increased organizational development (Li et al., 2021). Further, health care providers like nurse are integrating patient-centered care to improve care outcomes and satisfaction from patients. Legal and ethical concerns and requirements are also forces that implore organizations to develop sound policies to align them with the expectations in the industry.

Successful organizations take bold steps in responding to change so that they remain sustainable in the long term

LDR 615 What environmental forces drive organization development in your field or industry
LDR 615 What environmental forces drive organization development in your field or industry

and meet their needs. These include training their employees on new trends and their effects on overall organizational activities, embracing changes through implementation of best practices, and leveraging expertise to improve care provision (Brown et al., 2021). These organizations also engage their different stakeholders to get insights on what they can do to improve their processes, procedures and services. These organizations also accept change because they are learning entities who believe that change emanates from new ways of doing things.

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I have experienced forces of change in my work environment as the entity was keen on implementing new ways of providing care to patients. The changes had significant impact on the organization as they improved overall care delivery. With the implementation of new processes like integration of data systems and applications, the organization focused on better care delivery through patient-centered approach.

References

Brown, D. R., & Harvey, D. (2021). An experiential approach to organization development.

Pearson Education.

Cao, Y., Liu, J., Liu, K., Yang, M., & Liu, Y. (2019). The mediating role of organizational

commitment between calling and work engagement of nurses: A cross-sectional study. International journal of nursing sciences, 6(3), 309-314.

DOI: 10.1016/j.ijnss.2019.05.004.

Li, J. Y., Sun, R., Tao, W., & Lee, Y. (2021). Employee coping with organizational change in the

face of a pandemic: The role of transparent internal communication. Public Relations Review, 47(1), 101984. DOI: 10.1016/j.pubrev.2020.101984

In my personal experience, the lessons learned are related to acquiring new information through our classes and study material, which helped me define the ideal approach to implement change. My current organization failed to identify where change is truly needed, and they failed to implement change efficiently (Lewthwaite, 2000).

The first lesson is to develop the ability to identify the areas that require change; the second lesson is to identify the best approach to change (Lewthwaite, 2000). The second lesson is to keep the stakeholders informed, which would help avoid creating uncertainty and fear (Lewthwaite, 2000). Taking into consideration the approach to change displayed by my organization, the next lesson is related to how to react to change, and this can be reactive or proactive; in my case, my organization has been reacting, which results in a continuous state of crisis and damage control (Lewthwaite, 2000). A proactive approach would benefit an organization capable of identifying what actions are required and the best way to implement change, which would benefit every stakeholder and the whole organization (Lewthwaite, 2000). Lastly, another crucial component is communication. In my experience, the organization failed to communicate throughout multiple stages. The lack of communication created doubts, uncertainty and in the end, leadership presented significant changes and decisions without any notice, which created more problems. On the other hand, when leadership uses effective communication to keep the channels open, sharing what is sharable, anticipating, and preparing the stakeholders for what is to come while including them in the process, it will make the changing process a positive experience (Lewthwaite, 2000).

Reference:

 

Lewthwaite, J. (2000). chapter twenty two: Managing change. In Everything You Need for an NVQ in Management (pp. 560–579). Thorogood Publishing Ltd.

A common theme I recognized is transparency and communicating the clear vision to staff. Fear is a result of not knowing what is going to happen and feeling like one has no control over a situation. I saw a statement when researching this concept that struct me, being transparent costs nothing, which gives it an exceptional ROI (Glassdoor team, 2021). While understanding that there are situations where not every aspect can be shared with staff, offering as much as possible can help to reduce fear and engage staff. My organization was recently purchased by a larger healthcare system. Administration was up front with staff and made everyone aware this was the direction they were headed into as we could no longer sustain our hospital alone. Many staff chose to leave as they felt there was not enough transparency throughout the process. Looking back there could have been more information communicated with the managers and staff. The transfer has been mostly positive but this occurring during the pandemic has made a challenging situation even more so.

Reference

Glassdoor team. (2021). Transparency in the workplace: Why it matters and how to practice it. Retrieved from Transparency in the Workplace: Why It Matters and How to Practice It – Glassdoor for Employers

External forces that drive change within an industry includes political, government, changes in the needs of customers, and technological forces (Determining Forces of Organizational Change, n.d.)

. Internal forces are systemic, structural, profitability changes, inadequate administrative processes, or resource constraint (Determining Forces of Organizational Change, n.d.)

. The health care field has many factors that drive organizational change. Government factors that lead to change are regulations and reimbursement policies. The way in which hospitals are reimbursed are based on patient outcomes and diagnosis. The community and its members that hospitals serve have changing needs. Hospitals develop programs and policies to meet these needs. The hospital I work in has developed vaccination clinics that help the community get vaccinated against COVID-19. Another organizational change was the development of the transitional care team. This team helps decrease 30-day readmission by helping set follow-up appointments for patients, free-visit days for those without insurance, follow-up calls after discharge, and patient education.

One example of internal forces that drove change in hospitals was resource constraint. For the first time in my nursing career health care workers were re-wearing personal protective equipment (PPE) and wearing some for multiple days at a time. Prior to the COVID-19 pandemic this was unheard of. Due to a lack of PPE processes change within our organization multiple times.There were times masks were worn and then sanitized and returned to us, other times one gown was issued per shift, and then times staff were told to change every piece of PPE between patients.

The steps for successful change are to develop a sense of urgency within the organization, developing a team that will lead the change, develop the strategy, communicate the vision, removing obstacles, create excitement around wins, consolidate more gains to create change, and building a culture around the change (Kotter, 1996)

References

Determining forces of organizational change. (n.d.). Management study guide. Retrieved October 11, 2021, from https://www.managementstudyguide.com/determining-forces-of-organizational-change.htm

Kotter, J. P. (1996). Leading change. Harvard Business Press. http://library.books24x7.com.lopes.idm.oclc.org/toc.aspx?bookid=3479