Leading Change In Health & Social Care Assignment Sample

Change in Healthcare: Strategies, Tools & Implications for Organizational Success

  • 54000+ Project Delivered
  • 500+ Experts 24x7 Online Help
  • No AI Generated Content
GET 35% OFF + EXTRA 10% OFF
- +
35% Off
£ 6.69
Estimated Cost
£ 4.35
15 Pages 3669Words

Introduction Of Leading Change In Health & Social Care Assignment

Health and social care are both very important aspects of humankind. Health and social care is not new concept, it has been present in society since ancient times. However, it can be said that the social care concept is considerably new compared with healthcare. Many organisations provide both health and social care. One of those organisations is the “National Health Service” or “NHS”, UK. It provides a wide range of healthcare services, including primary care, hospital care, mental health services, and community health services. This report would focus on creating a management plan for the NHS through stakeholder analysis of theoretical implications and examination tools and techniques.

Searching for comprehensive assignment writing services in the UK? New Assignment Help is your one-stop solution. Our experienced team caters to all your academic needs with precision and expertise.

Recognising the fundamentals of "change management" in social and healthcare environments

Analysing the variables that affect change

There are many variables which affect change management. Some of those variables or factors are-

  • Demographic changes: This means the change in population size, age and diversity can drive changes in healthcare delivery (Giebelet al. 2021). An ageing population requires more healthcare services and different types of care than a younger population
  • Advancement in medical technology: New development and implications of medical technology, treatments and medications improve the quality of care which leads to changes in healthcare delivery.
  • Changing health needs: Changes in the prevalence of diseases, public health concerns, and social trends also drive changes in healthcare delivery.
  • Policy and regulation: Change in healthcare delivery also happens due to the changes or upgradation in government policy and regulations.
  • Economic factors: The way healthcare is delivered may alter as a result of financing changes or financial restrictions (Janssen et al. 2020).
  • Patient and public expectations: Healthcare delivery also changes as a result of shifting patient and public expectations.
  • Workforce changes: Changes in the workforce, such as shortages in certain types of healthcare professionals, can drive changes in healthcare delivery.

The foundational beliefs of change management

The goal of change management is to move people, teams, and organisations from their current condition to a desired future state while minimising damage and increasing the likelihood of success (Behúnová, Knapcikova and Behún, 2022). Several theories underpin change management. Some of those are-

  • “Lewin's Change Management Model”: This model is based on the idea that change is a process that involves three stages: “unfreezing”, “changing”, and “refreezing”. In the “unfreezing stage”, individuals or organizations must recognize the need for change and prepare themselves mentally for it (Cone and Unni, 2020). In the “changing stage”, the actual change takes place. Finally, in the “refreezing stage”, the change is embedded into the culture and becomes the new norm.
  • “Kotter's Eight-Step Model”: According to this model change management involves eight steps- “establishing a sense of urgency”, “creating a guiding coalition”, “developing a vision and strategy”, “communicating the change vision”, “empowering others to act on the vision”, “creating short-term wins”, “consolidating gains and producing more change”, and “anchoring new approaches in the organization's culture” (Mukwenda, 2022).
  • “ADKAR Change Management Model”: Just like Kotter's model this model of change management involves five stages- becoming aware of the need for change, developing a desire to support the change, acquiring the knowledge and skills to make the change, demonstrating the ability to implement the change and lastly reinforcing the change (Hamdo, 2021).

Identifying methods, tools, and procedures that aid in the transformation process

There are several approaches, tools, and techniques that support the change process. Some of them are-

  • Change management frameworks provide a structured approach to managing change (Hamdo, 2021). That framework includes “Lewin's Change Management Model”, “Kotter's Eight-Step Model”, and “ADKAR Model”.
  • Communication plans help in ensuring that stakeholders are informed about the changes, the ways it is happening, and the benefits they would get for this. This includes newsletters, emails, meetings, and other forms of communication.
  • Training and development programs help in building the skills and knowledge required to support the change (Fu et al. 2022). This includes classroom training, on-the-job training, and coaching.
  • Project management tools help in planning, executing, and monitoring the change process. Such as Gantt charts, work breakdown structures, and project dashboards.
  • Resistance management helps in identifying and addressing resistance to change (Fu et al. 2022). Techniques for managing resistance include involving stakeholders in the change process, addressing concerns and objections, and communicating the benefits of the change.
  • Performance measurement helps to track the progress of the change and assess its impact.

Elucidate the significance of good change management in the delivery of services

Effective change management is crucial for service providers because it helps organisations to successfully implement changes while minimising destruction to service delivery. This is particularly important in service industries such as health and social care. The “NHS organisation” uses good change management for several reasons, just like any other "health and social care organisation” (Wu et al. 2019). Some of those reasons are-

  • Change management helps to minimize disruptions to service provision by ensuring that changes are planned, communicated effectively, and implemented in a structured and controlled manner.
  • This helps to maximize the benefits of the change by ensuring that stakeholders are engaged and motivated and that the change is aligned with the organization's goals and objectives (Wu et al. 2019).
  • Change management also helps in improving the quality-of-service provision by identifying and addressing areas for improvement, building skills and knowledge as well as adapting best practices.
  • Effective change management also leads to enhancing customer satisfaction through improving service quality, reducing waste times and addressing customer concerns as well as feedback (Wu et al. 2019).
  • Change management also helps in building resilience by preparing organisations to respond to unexpected changes. Also, through building a culture of continuous improvement and adapting to changing customer needs and expectations.

Develop a strategy and carry it out in a health and social care organisation

Evaluating and choosing the appropriate implementation and change management methods and strategies

Several tools and techniques are relevant for implementing and managing change in health and social care organizations such as "The NHS organisation”. Some of the important tools and techniques are-

  • Stakeholder analysis is considered a very important technique because through this the organisation can identify and engage with key stakeholders who might get affected by the change (Acciarini, Brunetta and Boccardelli, 2021). This also helps in ensuring that perspectives and concerns are taken into account during the change process.
  • Change management frameworks, such as “the ADKAR Model”, provide a structural approach to managing change that helps the “NHS organization” to plan, implement, and monitor change effectively.
  • Quality improvement tools, such as process mapping, root cause analysis, and statistical process control, help the organization in identifying areas for improvement and implementing changes that lead to better outcomes for patients and clients (Calabrese et al. 2019).

Creating a strategy to bring about a transformation in an organisation

Implementing a change in a health and social care organization like the NHS requires careful planning and execution to ensure that it is successful and does not adversely affect the quality of care (Barraneet al. 2021). NHS organisation can follow the below-mentioned plan-

  • First, they need to identify the sectors or processes that require changes.
  • Then they need to define clear goals and objectives for the change.
  • Involving all the key stakeholders in the changing process.
  • Develop a comprehensive plan that outlines the steps involved in implementing the change.
  • After the plan, clear communication about the changes is needed to be informed all stakeholders in a clear, concise and effective way along with the reasons for the change and the future benefits.
  • Then the organisation needs to provide proper training to their staff so that they can implement the change effectively.
  • Pilot the change in a controlled environment to test its effectiveness and identify any potential issues.
  • After this comes monitoring the changing process and evaluating its effectiveness.
  • Based on the feedback received, adjust the plan as necessary to ensure that the change is successful.
  • Lastly, after the successful plan celebrates the success of the change with all stakeholders involved.

Creating measurements to track and assess the change plan's development

Monitoring and evaluating the progress of a change plan is critical to ensure that it is successful and achieves its intended objectives. There are many ways through which the organisation can keep monitoring and evaluating the progress of the change plan. To start the monitoring the first thing the organisation should do is collect baseline data before the change plan is implemented. Then identifying key performance indicators that would be used in measuring the success of the change plan. After that establish realistic and achievable targets for each KPI (Morris et al. 2021). Collecting and analysing data regularly to monitor progress against the established targets. Evaluating the effectiveness of the change plan by implementing current data to the baseline data. Collecting feedback from the key stakeholders and implementing them in the change plan accordingly. Apart from this based on data and feedback collected make adjustable changes in the change plan as necessary.

Analyse stakeholder's responses to organisational change

Analyse any potential hazards related to the organisational change process

Health organisation change processes can bring about many benefits, such as improved efficiency, better patient outcomes, and enhanced staff morale (Haneltet al. 2021). However, some potential risks and challenges can arise during these changes. Some of the possible risks associated with the selected health organisation change processes include:

  • Disruption of patient care: Changes to staffing, workflows, or protocols can lead to confusion and mistakes that can negatively impact patient safety and satisfaction.
  • Resistance from staff: Employees may resist change, especially if it threatens their job security, changes their work roles or responsibilities, or affects their working conditions.
  • Financial instability: Implementing organisational change can be expensive, and if not well-planned, can lead to financial instability for the organisation.
  • Lack of communication: Poor communication during the change process can lead to misunderstandings, confusion, and resistance (Al Shamsi et al. 2020).
  • Loss of institutional knowledge: Changes in personnel, departments, or procedures can result in the loss of institutional knowledge.
  • Legal and regulatory compliance issues: Changes in organisational structure or procedures can result in compliance issues with legal and regulatory requirements.
  • Decreased morale: Change can be stressful and lead to decreased employee morale. This can result in reduced productivity, increased absenteeism, and decreased quality of care.

Apply a stakeholder analysis to understand possible resistance to change

Conducting a stakeholder analysis can help the organisation ensure a smoother transition to the proposed change and increase the likelihood of success. Here's an example of how a stakeholder analysis might be applied to a health organisation:

Step 1: Identification of stakeholders

The first step in stakeholder analysis is to identify all the groups that may be affected by the proposed change. In a health organisation, stakeholders could include patients, healthcare providers, administrators and management, regulatory agencies, insurance providers, suppliers, community groups and organisations, government agencies, and professional associations and unions.

Step 2: Assess stakeholders' interests and needs

Once stakeholders have been recognised, the next stage is to assess their interests and needs. This can be done by conducting surveys, focus groups, or interviews.

Step 3: Identify potential resistance to change

The next step in stakeholder analysis is to identify potential resistance to change. This can be done by analyzing the interests and needs of each stakeholder group and assessing their level of support or opposition to the proposed change.

Examine critically the most effective methods for reducing organisational resistance to change

Resistance to change is a common challenge faced by healthcare organisations when implementing new policies, procedures, or technology. However, several strategies can be used to manage resistance to change in the NHS organisation:

(i) One of the most critical strategies is to communicate effectively with all stakeholders involved in the change process (Jung, Kang, and Choi, 2020).

(ii) Involving employees in the change process can make them feel empowered and invested in the change.

(iii) Providing training and development opportunities to employees can help them acquire the necessary skills and knowledge to adapt to the change.

(iv) Addressing employee concerns and fears about the change is essential.

(v) Celebrating successes and milestones along the way can help keep employees motivated and engaged in the change process.

(vi) Leadership support and buy-in are critical to the success of any change initiative.

Analyse the efficiency of the quality systems, policies, and practices that are implemented in the health and social care industry

Quality systems methods, policies, and strategies are critical in ensuring that health and social care services are delivered effectively, efficiently, and safely. These systems provide a framework for monitoring and improving the quality of care provided to patients and clients. Healthcare services are subject to regulations and standards set by government bodies and professional organisations (Campos and Reich, 2019). The quality of care provided can be evaluated through feedback from patients and clients. An effective quality system should seek feedback and act upon it to improve the quality of care provided. Staff who are engaged and satisfied with their work are more likely to provide high-quality care. Clinical outcomes such as mortality rates, infection rates, and readmission rates can be used to evaluate the effectiveness of quality systems policies and procedures. An effective quality system should have mechanisms in place to monitor and assess its effectiveness and identify areas for improvement.

Evaluate the elements that affect the accomplishment of quality in the delivery of healthcare

The accomplishment of quality in the delivery of social and medical services can be influenced by several variables, including:

  • Leadership and Management: Effective leadership and management are crucial in promoting quality care in health and social care provision.
  • Staffing Levels: Adequate staffing levels are essential for ensuring that patients receive timely and safe care.
  • Training and Education: Training and education play a significant role in ensuring that health and social care providers are competent, skilled, and up-to-date with the latest best practices (Al Ma'mari, Sharour, Al Omari, 2020).
  • Resources and Technology: Access to appropriate resources and technology is vital for achieving quality in health and social care provision.
  • Governance and Regulation: Robust governance and regulatory frameworks are necessary to ensure that health and social care providers meet the necessary standards of care.

Suggest ways in which the organisation could improve the quality-of-service provision

Improving the quality-of-service provision is essential for any health organisation to ensure that patients receive the best possible care. Some ways in which the organisation can improve the quality-of-service provision:

  • The health organisation can develop clinical guidelines based on the latest research and best practices.
  • NHS organisation can engage patients in their care by providing them with education, resources, and support.
  • The selected organisation can implement quality improvement initiatives to identify areas for improvement and make changes to the system.
  • Technology can be used to improve care in various ways, including electronic medical records, telemedicine, and remote monitoring.
  • Collaboration and teamwork among healthcare providers can improve the quality of care by reducing errors and improving communication (Endeshaw, 2021).
  • The health organization can create a culture of safety by encouraging reporting of errors and near-misses, providing regular training and education on safety practices, and promoting transparency and accountability.
  • The health organization can measure outcomes to determine the effectiveness of its care and identify areas for improvement.

Conclusion

Based on this report it can be concluded that changes in health and social care organisations are very important if they want to provide better services. In order to provide better services and bring changes within the organisation, they need to implement change management within the organisation. There are many theories methods tools as well as procedures through which the organisation can implement the change management process depending upon the goals and objectives they want to achieve. However, for the success of the change management plan the organisation needs to implement the right methods, strategies as well as tools along with creating proper development plans and continuous monitoring and evaluation. Apart from this the organisation also needs to analyse the stakeholder's response to the change management plan and act according to that.

References

Acciarini, C., Brunetta, F. and Boccardelli, P., 2021. Cognitive biases and decision-making strategies in times of change: a systematic literature review. Management Decision, 59(3), pp.638-652.

Al Ma'mari, Q., Sharour, L.A. and Al Omari, O., 2020. Fatigue, burnout, work environment, workload and perceived patient safety culture among critical care nurses. British journal of nursing, 29(1), pp.28-34.

Al Shamsi, H., Almutairi, A.G., Al Mashrafi, S. and Al Kalbani, T., 2020. Implications of language barriers for healthcare: a systematic review. Oman medical journal, 35(2), p.e122.

Barrane, F.Z., Ndubisi, N.O., Kamble, S., Karuranga, G.E. and Poulin, D., 2021. Building trust in multi-stakeholder collaborations for new product development in the digital transformation era. Benchmarking: An International Journal, 28(1), pp.205-228.

Behúnová, A., Knapcikova, L. and Behún, M., 2022. Controlling of Company: Basic Concepts and Definitions. In Company Controlling (pp. 1-12). Cham: Springer International Publishing.

Calabrese, A., Costa, R., Levialdi, N. and Menichini, T., 2019. Integrating sustainability into strategic decision-making: A fuzzy AHP method for the selection of relevant sustainability issues. Technological Forecasting and Social Change, 139, pp.155-168.

Campos, P.A. and Reich, M.R., 2019. Political analysis for health policy implementation. Health Systems & Reform, 5(3), pp.224-235.

Cone, C. and Unni, E., 2020. Achieving consensus using a modified Delphi Technique embedded in Lewin's change management model designed to improve faculty satisfaction in a pharmacy school. Research in Social and Administrative Pharmacy, 16(12), pp.1711-1717.

Endeshaw, B., 2021. Healthcare service quality-measurement models: a review. Journal of Health Research, 35(2), pp.106-117.

Fu, J., Zhang, Y., Wang, Y., Zhang, H., Liu, J., Tang, J., Yang, Q., Sun, H., Qiu, W., Ma, Y. and Li, Z., 2022. Optimization of metabolomic data processing using NOREVA. Nature Protocols, 17(1), pp.129-151.

Giebel, C., Cannon, J., Hanna, K., Butchard, S., Eley, R., Gaughan, A., Komuravelli, A., Shenton, J., Callaghan, S., Tetlow, H. and Limbert, S., 2021. Impact of COVID-19 related social support service closures on people with dementia and unpaid carers: a qualitative study. Aging & mental health, 25(7), pp.1281-1288.

Hamdo, S.S., 2021. Change Management Models: A Comparative Review. Unpublished PhD thesis. Istanbul: Istanbul Okan University.

Hanelt, A., Bohnsack, R., Marz, D. and Antunes Marante, C., 2021. A systematic review of the literature on digital transformation: Insights and implications for strategy and organizational change. Journal of Management Studies, 58(5), pp.1159-1197.

Janssen, M., Weerakkody, V., Ismagilova, E., Sivarajah, U. and Irani, Z., 2020. A framework for analysing blockchain technology adoption: Integrating institutional, market and technical factors. International Journal of Information Management, 50, pp.302-309.

Jung, K.B., Kang, S.W. and Choi, S.B., 2020. Empowering leadership, risk-taking behavior, and employees’ commitment to organizational change: The mediated moderating role of task complexity. Sustainability, 12(6), p.2340.

Morris, A.C., Ibrahim, Z., Moghraby, O.S., Stringaris, A., Grant, I.M., Zalewski, L., McClellan, S., Moriarty, G., Simonoff, E., Dobson, R.J. and Downs, J., 2021. Moving from development to implementation of digital innovations within the NHS: myHealthE, a remote monitoring system for tracking patient outcomes in child and adolescent mental health services. medRxiv, pp.2021-06.

Mukwenda, H., 2022. Kotter’s Eight-Step Change Process Model and Students’ Attitudes towards Fees Payment Policies in Public Universities in Uganda. Journal of Science and Sustainable Development, 9(1), pp.1-13.

Wu, L.F., Huang, I.C., Huang, W.C. and Du, P.L., 2019. Aligning organizational culture and operations strategy to improve innovation outcomes: An integrated perspective in organizational management. Journal of Organizational Change Management, 32(2), pp.224-250.

35% OFF
Get best price for your work
  • 54000+ Project Delivered
  • 500+ Experts 24*7 Online Help

offer valid for limited time only*

×