Dynamic health care environment

Running head: ABBREVIATED TITLE OF YOUR PAPER Full Title of Your Paper Learner’s Full Name (no credentials) Capella University Course Title Assignment Title Month, Year 1 ABBREVIATED TITLE OF YOUR PAPER Abstract [Add text here. Delete this page if not required.] Keywords: [Add keywords here.] 2 ABBREVIATED TITLE OF YOUR PAPER Title of Paper [Add text here, using heading levels as appropriate.] 3 ABBREVIATED TITLE OF YOUR PAPER References [List references here.] 4 Overview Complete Part 2 of an in-depth analysis of the case study, “Case Study 5: Ellen Zane—Leading change at Tufts/NEMC.” Your 6–8-page analysis will focus on how the organization navigated the changes made to improve its stability, how those changes impacted the various stakeholders and departments, and the communication practices utilized throughout this change management process. Note: The assessments in this course build upon the work you have completed in the previous assessments. Therefore, complete the assessments in the order in which they are presented. In today’s dynamic health care environment, leaders are expected to assume a greater change agent role and will be required to use their positional power and expertise to lead their organizations forward in uncertain waters. An in-depth understanding of organizational structures, power dynamics, resistance to change, and other factors is vital to becoming a master change agent. This assessment provides an opportunity for you to examine the key factors in an organization that influence the development of an appropriate change strategy and implementation plan. By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: • • • • Competency 1: Analytical Thinking: Develop complex plans or analyses. • Evaluate an organization’s use of structures and systems to deal with environmental uncertainty and complexity. • Explain how various departments and stakeholders are affected by a proposed change. Competency 3: Innovative Thinking: Apply “tried and true” concepts or trends. • Describe the types of power at play within the organization and its potential effects. • Outline potential actions designed to prevent or mitigate conflict and resistance to change. Competency 4: Process Management and Organizational Design: Benchmark good processes and practices. • Assess the effects of communications on change implementation. Competency 6: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable organizational, professional, and scholarly standards. • Write clearly and concisely, using correct grammar and mechanics. • Support main points, claims, and conclusions with relevant and credible evidence, correctly formatting citations and references using APA style. Assignment Instruction Note: This assessment extends the case study analysis you began in the previous assessment and must be completed prior to the next assessment. Therefore, complete the assessments in this course in the order in which they are presented. Preparation Review the case study, “Case Study 5: Ellen Zane—Leading change at Tufts/NEMC,” linked in the resources. Note: Remember that you can submit all—or a portion of—your draft analysis to Smarthinking for feedback, before you submit the final version for this assessment. If you plan on using this free service, be mindful of the turnaround time of 24–48 hours for receiving feedback. Requirements Analyze how the organization navigated the changes made to improve its stability, how those changes impacted the various stakeholders and departments, and the communication practices utilized throughout this change management process. Document Format and Length Format your analysis using APA style. • • Use the APA Style Paper Template, linked in the Required Resources. An APA Style Paper Tutorial is also provided (linked in the Suggested Resources) to help you in writing and formatting your analysis. Be sure to include: • A title page and references page. An abstract is not required. • A running head on all pages. • Appropriate section headings. Dynamic health care environment

Your analysis should be 6–8 pages in length, not including the title page and references page. Supporting Evidence Cite 3–5 sources of credible, scholarly, or professional evidence to support your analysis. Case Study Analysis Note: The requirements outlined below correspond to the grading criteria in the scoring guide. Be sure that your analysis addresses each point, at a minimum. You may also want to read the Case Study Analysis—Part 2 Scoring Guide to • • • • • • • better understand how each criterion will be assessed. Be sure to note the requirements in the Distinguished column. Evaluate the organization’s use of structures and systems to deal with environmental uncertainty and complexity. • What uncertainties and degree of complexity did the organization face? • How successful were particular structures and systems at countering those challenges? • What evidence supports your conclusions? Describe the types of power at play within the organization and its potential effects. • Consider the source of power and the role of power and influence in the organization. Explain how the various departments and stakeholders were affected by the proposed change. Outline potential actions designed to prevent or mitigate identified conflicts and resistance to change. • How will these actions help mitigate conflict or promote acceptance of change? • Which actions are likely to be more effective? Why? Assess the effects of communications on change implementation. • Consider communication best practices. • Was Ellen Zane’s communication strategy effective? Write clearly and concisely, using correct grammar and mechanics. • Express your main points and conclusions coherently. • Proofread your writing to minimize errors that could distract readers and make it more difficult for them to focus on the substance of your evaluation. Support main points, claims, and conclusions with relevant and credible evidence, correctly formatting citations and references using APA style. • How or why does particular evidence support your main points, claims, or conclusions? • Is your supporting evidence clear and explicit? • Will your audience see the connection? Running Head: INTERVIEW WITH A HEALTH CARE LEADER Interview with a Health Care Leader Samantha Mills Capella University MHA-FP5040 08/07/2019 1 INTERVIEW WITH THE HEALTH CARE LEADER 2 A leader has to be a person with a vision. A leader is committed and has the drive to achieve vision and goals. Leaders tackle situations at hand and focus on problems that need to be fixed. The field of medicine is a professional governed by mandatory standards and regulations that are set by agencies where leaders must see that they are adhered to. These standards and regulations are set for oversight to manage the care standards and patient care services. Part of the major objectives constitutes enhancement of patient safety and to promote health care outcomes. With the extent of these medical standards and regulations, successful leaders are vital for keeping the operation compliant and providing guidance. Powerful leaders possess certain qualities which they exploit into organizational operations. This article will explore how health care leadership has played a role in ensuring that health care organizations are changing to global needs and how they manage change through an interview. Interview with a Local Healthcare Leader. Friday was a typical day, I stepped into Sophia’s office. Some of the caregivers were trying to get a little of her time, her VOIP telephones were ringing, and the suspended paging system was shouting her name. I sat on a chair that was next to her desk, trying to recollect myself and maintain calmness. We are both trying to get along before one of the nurse’s walked into the office with a notebook computer that wasn’t working properly. Probably, I was much younger than them and techie, I helped them fix before we resume our conversation. Her personality is overwhelming. Sophia has been a professional nurse for approximately 19 years. She initiated her career in nursing at the medical-surgical units where she worked there for about four years. Dynamic health care environment

She then INTERVIEW WITH THE HEALTH CARE LEADER 3 ascended into nursing cultivation for a good number of years. After working in the healthcare setting for six years, she advanced her executive limits by being employed as a home care nurse. She remained in this profession for thirteen years before she became a team leader. When I asked her about how she would delineate about style of leadership, she quoted that “the best leadership style is leadership by style and teaching”. She further explained that leaders in the field of healthcare need to work realistically, the healthcare environment is highly dynamic and cannot be contained within the four walls. As a leader, she utilizes impact and enlightenment for advice for courses, actions, and ideas. She utilizes skills to enhance revolution and long-term point of view. By focusing on the community and the people, she explains that she can inspire trust that enhances relations. Organizational Change in Response to Global Needs. About how organizations are changing to meet in response to global needs, Sophia explained that the current changes in organizations are pervasive since organizations have to struggle to adapt or shrink in the volatile surroundings of the global political and economic world. There are several potent forces in the healthcare environment, demographics, professionalism, competition and technological innovations are responsible for shaping the change in the organizations (Tkaczyk, 2015). And when these environmental changes occur, healthcare organizations must eventually change and today these changes must occur in a faster manner and rate unlike before. Sophia explained that the most influential environmental change currently is technological change. This change affects more than income inequality, employment, and productivity. This INTERVIEW WITH THE HEALTH CARE LEADER 4 change provides the opportunity of alteration of the nature of work itself. She explained that a variety of new technological advancement in the healthcare field has changed how work is done, the roles which workers play with regards to labor division, and how the changing roles impact on the organizational structure. She explained that change in organizations has impacts on; • The flexibility of the workforce and dynamism. • Alteration of forms of work, including contingent jobs and occupation. • Job satisfaction and demographics. • Job training/education. • Institutions in which people work. • And changes in the individual role of work. Anticipating Community Needs and Monitoring Community Wellness. Sophia in her position has a leader has developed several health improvement programs. To monitor the wellness of the community, she uses performance monitoring as a tool. This is a tool for evaluating for examining population-based activities of health care (Mackrill, Dawson, Garvey & Gould, 2017). And to achieve this, she has to utilize several stakeholders that have to coordinate with each other to provide a report. She recognizes the roles that several health agencies, healthcare providers, and stakeholders play in influencing community health. One of her critical tasks is developing prototypical sets of indicators that can be utilized by the community to monitor specific issues related to health and the roles of agencies of public health, personal healthcare, and other stakeholders of this matter who are expected to play a role in these issues. INTERVIEW WITH THE HEALTH CARE LEADER 5 Sophia stated that healthcare improvement in communities goes beyond the contributions of medical care and personal care service providers. The community measures have to be based on the broader community population rather than those receiving medical attention or individuals utilizing a particular health plan (Stoto, 2014). vDynamic health care environment

She has to learn about establishing links between the community and medical care. She also emphasized that there is a need to inquire from the potential audience to identify issues of interest and likely sources of data to come up with reports that can easily be utilized. She involves the community and responds to its concerns to increase the interest of the community and the ease of making them understand the outcome, specifically the negative ones. Another technique of monitoring community wellness is the assessment of protocol for excellence in public health (Lewis & Reeves, 2011). Sophia indicated that this technique provides a process for assessing the community health, coming up with a community-based group to work on, and identification and prioritization of matters of concern and coming up with a plan for responding to it. The community-based activities of health improvements have led to the identification of several health interventional trials that target specific health issues. Performance-based assessment of healthcare has also necessitated the generation of report cards as part of an individual health plan for her organization. This is one of the indicators that has been widely accepted. Just like most of the healthcare organizations, Sophia stated that performance monitoring in healthcare to enhance improvement of quality and tracking of community benefit activities. The purpose of the Organization and Specific Drivers of Change. INTERVIEW WITH THE HEALTH CARE LEADER 6 There are several aspects of the organizational environment that practice and research that are changing demanding leaders to redesign their organization. Sophia indicated that several factors drive change including; demographic trends, the changing technology, increase in scientific knowledge, and professional roles based on societal trends. Based on the Organization theory, the organization has to be compatible with the environment i.e. political conditions, social, and economic that can impact on the actions of the organization’s nature, actions, and survival for it to survive. The most critical change in the business organization’s environment constitutes the shift to an information economy from an industrial economy. This is the most obvious contemporary determinant that redefines the nature of the organization. The field of nursing for Sophia has been evolving continuously since. Nurses are more educated and have been guided on evidenced-based research (Gaskell, 2011). And with this evolution, nursing leadership demands skills to efficiently perform with less without compromising patient care. As a healthcare leader, she places many concerns about patient safety and the rate of burnout of their nurses. Leadership Styles. Sophia explained that organizational leaders are determined by the larger society often, and the society exerts some degree of influence over the organizational leadership. Society influences the beliefs and values of an organization. This insight is provided by the institutional theory. As a leader, one should have several faces that enables her to be successful. The general characteristics of leaders are that they should be dependable, passionate, charismatic, multi-task, problem solvers, and good communicators. As described by Decker and Sullivan, there are four INTERVIEW WITH THE HEALTH CARE LEADER 7 major styles of leadership; bureaucratic, democratic, autocratic, and laissez-faire (Sullivan & Decker, 2009). Dynamic health care environment

The autocratic style of leadership emphasizes more on task accomplishment more than working relationships. She stated that it is important to consider that relationship with staff is impersonal while the organizational rules are inflexible. As a leader, she recognizes the organizational needs and fosters that leadership style. She recognizes field knowledge, listening, and fairness as the major qualities of leaders. She believes in the combination of bureaucratic and democratic styles of leadership. According to her, the bureaucratic style enhances corporate policies and mandate compliance with regulations. As a good leader, she works in promoting a safe working environment, doing follow-ups and encouraging bottom-up communication for reporting. Her democratic leadership style enhances the ability to move ahead with dedication and integrity, with this style of leadership helps her to attain organizational visions passionately. The Overall Changes in Styles of Leadership. People often wait until something goes wrong before coming up with ways in which it can be improved, challenging the status quo simply suggests that people should propose new ideas that are worth exploring before this happens. To challenge this, Sophia is always open/invites all prospective. She invites all differing perspective from within her the organization, thereafter, she examines all the prospective to determine the worth of exploring each. She also involves other workers within her facility when they bring about the suggestion by asking questions. Her attitude suggests that she supports change and she is always ready for change. She is not quick to say no, she is curious and any idea brought to her is an opportunity INTERVIEW WITH THE HEALTH CARE LEADER 8 for her to make improvements and change the entire organization. This is what she does before implementing the ideas. After becoming a clinical manager, the leadership philosophy has changed for Sophia. This constitutes guidance inefficient quality healthcare provision in a highly inconsistent environment. Knowing the constituents of her job and asking questions are her essential aspects. She is aware of the end expectations and works tirelessly to attain them. Another highly dynamic element is Sophia’s comfort with conflict handling. Her greatest challenge is from her personality and in her role is the resolution of conflicts. Not everyone will always be happy with the resolution, but the most essential part is gathering relevant information as much as possible to see that the situations are handled most amicably. Dynamic health care environment

Decision making should be based on the information gathered rather than emotions. Another critical change in her style of leadership is her level of comfort with the bureaucratic style of leadership. She has to struggle with developing proposals for programs, learning policies of human resource, analyzing financial reports, and determining the best programs. Sophia recognizes that this portion is an essential requirement for her career development about her roles. According to Sophia, homecare has been perceived as the most unpredictable environment especially for the staff since they are going to the unknown; the home of the patients. Most of the nurses under her leadership use private vehicles to navigate. Due to these factors, Sophia noted that the safety of the staff has remained to be a challenge. Dynamic health care environment

Another challenge includes patient safety and quality of care. As the nursing expectations continue to increase, there is a possibility that the quality of patient care might be under the risk of being INTERVIEW WITH THE HEALTH CARE LEADER 9 compromised. Most nurses still work for longer hours yet they are paid for fewer hours and this has contributed a lot to burn-out. The management change is a process, techniques, and tools that are utilized to manage the people side to attain the desired organizational result. Sophia stated that the change in the leadership of the organization constitutes the organizational tools that can be used to help individuals to make personal transition effective resulting in realization and adoption of change. INTERVIEW WITH THE HEALTH CARE LEADER 10 Referenc . Dynamic health care environment