Reference no: EM132314772

Assessment

Topic: Reduced Medical Error(General change Strategy)

Decide on whether the performance improvement strategy, or a more general change strategy, is the focus of your assignment.

1. If it is a performance improvement strategy (you can choose a topic like: reduced waiting times in a clinic, reduced infection rates e.g. in post-operative wounds, reduced medication errors, increased hand-washing compliance, improved record keeping, improved handover/reporting/writing of reports...anything that you think might interest you from a health related perspective)

All information needs to be applied to the planned performance improvement (PI).

Identify the pressure/need for change....and explain this in terms of a model like Lewin's 3 stage change theory and his Force Field analysis or Kotter's 8 step change theory (readings 2.6& 2.7) and identify the source of the pressure (where it is coming from).

You must read, understand, and refer to, the readings in Module 3 as they are specifically about organisational performance (readings 3.2 by Isouard et al.,2006; and 3.1 particularly)

Read module reading 2.6 (Stanley, 2011) as it explains the theories associated with planning and evaluating change.

Discuss the role of the leader in identifying the need for performance improvement, working with the key stakeholders (everyone involved), planning, implementing and evaluating the performance improvement. You will find readings 3.5 and 3.6.

Think about capacity building (reading 2.4 & 2.5) within the organisation and what that might mean in relation to leadership and the performance improvement/change process. Everything that is done should be considered in relation to its support for capacity building in individuals, the team and ultimately the organisation

Discuss the type of leader that is best suited to planning and implementing a changing environment (see module 2, readings 2.1, 2.2 &2.3) and how they work to capacity build the team and support them through the change process.

Module 2 also defines and explains workplace culture and how it can support or resist change (reading 2.8 and the Bundaberg Hospital article by Casali, et al., 2010, in additional readings will give some examples of poor culture that inhibits change/innovation).

You need to think about what a leader can do to create an environment where people feel that their opinion is heard and why that might help in building a more flexible, change -ready team.

Most change management or performance improvement strategies experience some levels of resistance,so good planning and excellent communication skills and are needed to manage this resistanceHow can a leader facilitate this? Mention the importance of vision and mission in any change and relate these to the change or performance improvement strategy. This might mean identifying that the change or PI needs to be congruent with the mission and vision philosophy.

2. The critical analysis of the role of the leader in workplace change processes.

This can be any change process and may be a change you have experienced or that has been published or reported on. The discussion should considermost of the same points as the performance improvement strategy and the list of points are on page 11 of the Learning Guide.

This should be a formal essay format, in summary (see power point examples)

You could define capacity building ...and then decide how leadership, workplace culture, communication and support from leaders to the team and amongst team members could be examples of individual and group capacity building (explain this). Identify how this change or performance improvement might build capacity in the work area/organisation.

• The flexible organisation means that they are thinking about how to improve their practice and results...if you look at Kotter's later steps in the change process it could be argued that their connection to the team and the goals of the team means that they are able to share vision...be on the same page and therefore work together to build each other in skills, confidence and agility when it comes to making changes.

• Look at reading 3.6 and think about the first round of the changes that they did to improve hand hygiene compliance to over 70% from the initial level and the steps they took. The second push for improved compliance saw them move to over 90% compliance.What do you think helped them to get to this level of compliance? Use the changes they made to help you to explain some of the steps that Kotter suggests.

What to consider

• Discussion of barriers and facilitators to change/performance improvement, needs to be linked to the role of the leader in managing this.

• You need to mention the importance of benchmarking as thisgives you a target for the outcome of the change (for example if you look at reading 3.6 on hand hygiene compliance, the benchmark would be the hand washing compliance rate set down by the WHO)

• How the leader might motivate and engage the stakeholders.

• The shared values (the important concerns and goals of the people in the organisation) and norms (the way in which people act in the organisation),that exist in that organisation.

• Health care organisations have a complex culture related to the various professional groups from which they derive values and norms.

• The workplace culture should support the structure and strategy of the organisation and can be assessed by:

The extent to which people and departments collaborate or work in isolation

The importance and extent of control and where it is concentrated

Whether the organisation has a short term or long term strategic focus

Whether the organisation flexible(this means that there is a culture where they accept the need for change/improvement) and work together to achieve change outcomes. Look at what the group did in reading 3.6, in the two cycles of performance improvement, related to hand hygiene compliance). Remember, do not describe what happened...link it to the theory and the change process

The extent to which the organisation's strategic focus and strengths are internal or external.
• Capacity building in organisations usually implies workforce development (so education, support to improve skills, mentoring) so this may be able to be mentioned. Look at reading 3.6 and see if you can identify the capacity building within that clinical area.

Use the above points as headings, to keep on track, but to do a really good essay, remove the headings before final submission.

Article 1 - Building a Climate for Innovation Through Transformational Leadership and Organizational Culture

Article 2 - Leading change with emotional intelligence

APA FORMAT.