Contemporary Organization Evaluation Assignment

Contemporary Organization Evaluation Assignment LDR 615

Contemporary Organization Evaluation Assignment LDR 615

CHE Behavioral Health Services operates health care facilities with a focus on behavioral health across the country. The organization provides skilled nursing facilities as well as adult homes and rehabilitation centers in the community. The organization employs over 700 psychologists and other health professionals who provide mental health services to patients in a variety of settings ranging from adult daycare centers to rehabilitation centers. The entity’s professionals deal with significant psychological and behavioral health issues such as anxiety and depression, adjustment disorder, psychosis, and behavioral disturbances. The network also provides behavioral interventions for medical conditions such as hypertension, diabetes, and obesity, as well as diabetes. The management employs professionals with the highest levels of competence, compassion, and integrity to provide high-quality and responsive care.
CHE Behavioral Services uses a collaborative model to address mental health issues in order to fulfill its core mandate (CHE Behavioral Health Services, 2020). The strategy is useful because it ensures that psychological services are integrated optimally into a comprehensive care system. Furthermore, this type of integration is consistent with the institution’s policies and procedures. The organization values quality services and ensures that its mental health professionals are competent and highly motivated. Furthermore, the organization collaborates with various players in the health care sector in order to reach more people and provide them with the best services possible. Change occurs at CHE Behavioral Services as a result of internal as well as external issues affecting the industry, which have an impact on overall performance.

Effects of Change

            The adoption of electronic health records by UMTB led to certain disruptions of the healthcare system at the facility. The disruptions witnessed align with the assertion made by Jacobs et al. (2019) that the formative stages of comprehensive EHR implementation form the most disruptive period. The UMTB experienced physician dissatisfaction following the implementation of comprehensive EHR system due to the absence of concomitant skills. Moreover, the execution of the comprehensive HER system led to the presence of reduced quality due to the disruption that it caused to the workflow (Busch, Bates, & Rauch, 2018). The waiting time of patients reduced in a statistically significant manner since the healthcare providers grappled with the complexity of the system. In other words, the adoption of the EHR system by the UMTB led to the presence of disruptions that affected the quality of care offered by the hospital to its patients.

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In order to address the above disruptions, the UMTB turned to evidence-based practices related to adoption of a change process. The first step entailed the organization ensuring stakeholder involvement after reviewing the project after the first month (Jacobs et al., 2017). UMTB formulated a project organization comprising of physicians, nurse managers, nurses and essentially broad participation of every hospital department. During this period, the project team appointed key users who discussed a transparent list of issues weekly so as to solve them and ensure project ownership.

Contemporary Organization Evaluation Assignment

Furthermore, UMTB chose to improve the competency of its workforce in terms of the operation of the comprehensive EHR system that it implemented. They accomplished this through strategies such as group trainings, which allowed for optimum personnel training by determining the optimum hours required for the same. Furthermore, UMTB implemented the provision of real-time support to personnel in order to maximize the facility’s learning potential. Furthermore, the UMBT addressed the workflow disruption by requiring the vendor to re-evaluate their models and align them with the organizational requirements (Jacobs et al., 2019). The UMBT held a series of review days during which a workgroup assessed progress.

LDR 615 Contemporary Organization Evaluation Assignment

In lieu of the aforementioned strategies, UMBT began to notice numerous changes related to EHR adoption. The workforce accepted the concept of change and participated in trainings to increase their level of competence (Busch, Bates, & Rauch, 2018). The aforementioned enthusiasm enabled the organization to improve physician and patient satisfaction. Furthermore, the stratagems resulted in an improvement in workflow, which ensured the presence of higher-quality services. Furthermore, waiting times were reduced and the hospital’s overall quality parameters were improved.

In today’s fast-paced and global community, most organizations are faced with constant change. Research contemporary organizations that are currently responding to a significant change within the industry,

such as disruptive technology; state, government, or industry regulations; environmental constraints; judicial or legislative rulings; etc.

Choose one organization from your research that has recently responded to major change, or is currently responding to change. Write a paper (1,250-1,500 words) discussing how well the organization is responding to the change dynamics. Include the following:

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Describe the organization and the change that it is dealing with.
Discuss the degree to which the change has been disruptive, as well as how the organization has responded to the new dynamics.
Evaluate the strategies used in the organization’s change plan and determine the level of success the strategies provided.
Determine the impact of the change on stakeholders and the extent to which stakeholders resisted it. Examine how well stakeholder opposition was addressed.

Effects of Change

            The adoption of electronic health records by UMTB led to certain disruptions of the healthcare system at the facility. The disruptions witnessed align with the assertion made by Jacobs et al. (2019) that the formative stages of comprehensive EHR implementation form the most disruptive period. The UMTB experienced physician dissatisfaction following the implementation of comprehensive EHR system due to the absence of concomitant skills. Moreover, the execution of the comprehensive HER system led to the presence of reduced quality due to the disruption that it caused to the workflow (Busch, Bates, & Rauch, 2018). The waiting time of patients reduced in a statistically significant manner since the healthcare providers grappled with the complexity of the system. In other words, the adoption of the EHR system by the UMTB led to the presence of disruptions that affected the quality of care offered by the hospital to its patients.

In order to address the above disruptions, the UMTB turned to evidence-based practices related to adoption of a change process. The first step entailed the organization ensuring stakeholder involvement after reviewing the project after the first month (Jacobs et al., 2017). UMTB formulated a project organization comprising of physicians, nurse managers, nurses and essentially broad participation of every hospital department. During this period, the project team appointed key users who discussed a transparent list of issues weekly so as to solve them and ensure project ownership.

Contemporary Organization Evaluation Assignment LDR 615

                        Moreover, UMTB chose to increase the competence of its workforce as relates to the operations of the comprehensive EHR system that it adopted. They achieved this through strategies such as group trainings to allow for optimum training of personnel through determining the optimum hours required for the same. Further, UMTB also introduced the provision of real-time support to personnel to leverage the optimum learning potential for the personnel at the facility. Moreover, the UMBT addressed the workflow disruption by having the vendor to re-assess their models and align them to the organizational requirements (Jacobs et al., 2019). The UMBT conducted successive review days entailing the assessment of the progress by a workgroup.

In lieu of the above strategies, UMBT started seeing numerous changes related to the adoption of the EHR. The workforce bought into the idea of change and participated in trainings to improve its competence level (Busch, Bates, & Rauch, 2018). The above enthusiasm allowed the organization to register improved physician and patient satisfaction. Moreover, the stratagems led to the improvement of workflow, which ensured the presence of improved quality of services. Further, the waiting times improved and overall quality parameters of the hospital enhanced.

Stakeholders

            The adoption of the EHR, similar to any change, faced certain resistance from various stakeholders. The nurses and other medical personnel felt left out of the matter and hence they did not feel like they owned the project. This resulted in a go slow during the first month of the project. Moreover, the EHR did not have a competent clinician champion, who resisted in due to lack of participation in the initial stages. The initial assigned project manager did not have the necessary skills and knowledge and hence resisted the adoption of certain aspects of the EHR. The rejected aspects of the project fell under the complex category.

The UMTB responded to the stakeholder change through various evidence-based practice. To address the issue of resistance by clinician champions, the hospital appointed a more knowledgeable clinician champion who solidified provider support through clearly identifying the way that the EHR would become useful in improving quality. The UMBT also adopted the “train the trainer” approach to train clinicians concerning various aspects of the EHR. Using the model, the vendor identified super-users within the organization and trained them, who in turn trained their colleagues. Moreover, the UMBT allowed clinicians to design and redesign the workflow process, hence making them support the EHR change and also address the workflow challenges.

Evaluate the overall implications the change had on interdepartmental collaboration.
In your opinion, how well did the leaders of the organization respond and prepare for the change? What worked and what did not work with the strategies they implemented?
What modifications would you suggest the leaders of the organization make in order to better address the change dynamics? What additional strategies would you recommend to assist the organization through this change?

Contemporary Organization Change

The dynamism of the healthcare environment implies that healthcare organizations always have to the competence necessary to handle the complexity of the process. The process entails evaluating, planning, and executing operations, tactics, and strategies so as to make the change worthwhile. The complexity of the healthcare system alongside the need to constantly produce quality and safe healthcare services means that healthcare organizations always face change events. The advent of evidence-based practice calling for the adoption of technology in various facets of healthcare has ensured that technology has disrupted the way facilities undertake matters. The present paper will thus examine the manner in which the University of Texas Medical has responded to technological disruption caused by EHR and its response to the change dynamics therein.

Organization and Change

            The University of Texas Medical Branch consists of a healthcare system encompassing both research as well as emergency services on four of its campuses. The organization offers a network of specialty and primary care clinics, walk-in services and emergency care, as well as interprofessional collaboration entailing physicians and nurses among other healthcare professionals. The University of Texas Medical Branch has facilities that support both long-term and short-term care needs of numerous conditions from maternal issues to trauma cases (“Health care at UTMB”, n.d). The vast nature of the facilities comprising the UTMB demanded for the existence of a centralized way of addressing patient issues in terms of data leveraging.

UTMB provides itself in using advances in medicine to properly serve the Texas communities. In alignment with the above assertion, the facility currently responds to the healthcare disruptions caused by technology by adopting the use of electronic healthcare records to centralize patient data (Adler-Milstein et al., 2017). The UTMB purposes to ensure that it has a comprehensive EHR unit in all its facilities and clinical units. The desire to improve patient services and lead in evidence-based practice adoption by the UTMB has pushed it to embrace the technological disruption caused by EHR. By leveraging EHR and its innumerable benefits, the UMTB expects to improve the quality and safety of services that it offers to the Texas community.

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

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Contemporary Organization Evaluation Assignment LDR 615

When it comes to change and stakeholder leaders can have quite the list of possible obstacles and objections to the change. One of the more common obstacles for leaders is stakeholders’ mental barriers, which essentially means that the stakeholders resent and object the change simply because of their own negative thinking (Kotter & Cohen, 2012). This self limiting way of thinking essentially takes the form of stakeholders’ unwillingness to admit that they can grasp the change and understand, utilize, and embrace the new processes brought about by the change. The strategy for overcoming this specific obstacle comes in the form of removing barriers in the mind, which means overcoming the negative though processes of thinking that one cannot embrace change. One of the most effective ways to implement this strategies is to bring about an example of a past change which was successful and how even that change had doubters, but that ultimately it worked out just as the next change will, if only it can be completely embraced and allowed to prosper (Kotter & Cohen, 2012). Another major obstacle in regard to stakeholders and change is the feeling of being completely overwhelmed by the change, even if embraced change can often be major and therefore quite intimidating (Kotter & Cohen, 2012). The key strategy for overcoming this is by being strategic with the change implementation. In other words “don’t do everything at once” (Kotter & Cohen, 2012), change is a process and it needs to be treated as such. Trying to do too much in too little time can be a recipe for disaster and therefore a well thought out implementation plan which unfolds gradually is key.

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Contemporary Organization Evaluation – Rubric

Contemporary Organization (Description of Organization and Responding to Change)
20 points
Criteria Description
Contemporary Organization (Description of Organization and Responding to Change)

5. Excellent
20 points
A detailed description of a contemporary organization is presented; all relevant details are included and description provides insight into the organization. The description of the current change to which the organization is responding is well developed and contains relevant detail.

4. Good
17.4 points
A description of a contemporary organization is presented; all major details are included. A description of the change to which the organization is responding is current and accurately represented.

3. Satisfactory
15.8 points
A cursory description of a contemporary organization is presented; most major details are included. A general description of the change to which the organization is responding is presented, but contains some inaccuracies or lacks some relevant details; the change to which the organization is responding is not a current event.

2. Less than Satisfactory
14.8 points
A partial description of the organization is presented; major relevant details are missing. A description of the change to which the organization is responding is cursory and incomplete. The organization and change issue are not contemporary or current.

1. Unsatisfactory
0 points
Description of a contemporary organization responding to change is not provided.

Effects of Change (Discusses Effects of Change, Organizational Response and Strategies Utilized)
20 points
Criteria Description
Effects of Change (Discusses Effects of Change, Organizational Response and Strategies Utilized)

5. Excellent
20 points
A well-rounded discussion on the effects of change on the organization and its response to the change is presented. The discussion is detailed and strongly supported by documented facts.

4. Good
17.4 points
A discussion on the effects of change on the organization and its response to the change is presented. The discussion is supported by relevant and documented facts.

3. Satisfactory
15.8 points
A general discussion on the effects of change on the organization is presented. The response of the organization to the change is presented, but it does not include a clear evaluation of the strategies of the organization. The discussion lacks relevant details, facts, and support.

2. Less than Satisfactory
14.8 points
An incomplete discussion on the effects of change on the organization is presented. The response of the organization is not discussed.

1. Unsatisfactory
0 points
The effects of change on the organization and the response of the organization to change are not discussed.

Stakeholders (Determine Effects of Change and Response to Change)
20 points
Criteria Description
Stakeholders (Determine Effects of Change and Response to Change)

5. Excellent
20 points
The