Change and Change Management in healthcare
In health care, change is no exception since it is part of the human beings. Such is the case given the need of the diverse nature of people’s views on how to do things. Thus, understanding change and strategies of managing resistance to change are of the essence for ensuring the success of an organization. As such, this discussion aims to establish factors that may contribute to conflict due to the possible transition of reorganization following the introduction of a new director. Besides, a proposal of how to prevent such a clash in the future is another objective that will come to the fore in this discussion.
To begin with, identification of the factors that may cause a conflict of interest between the director and the employees are central to change management and conflict resolution. One obvious factor that may brew the development of conflict is the lack of employees’ involvement in the decision-making process. According to Neptune, (2013) failing to involve employees in decision-making reduces their chance to commit to the decision. Another factor is the fear of the unknown that a change of any kind brings with it. A case in point is the resentful nature of the employees who might be worrying that they may lose their positions at the organizations.
Nevertheless, the fear that this type change comes with malicious interests from the director is another factor that may result in a conflict of this kind. Such is the case due to the paranoia that employees may have on the sole reason why the new director’s first step is to reorganize the department (Weiss, &Tappen, 2015). Clearly, with such reasons, it is understandable why a conflict may ensue following a change of this kind.
Lastly, proposing approaches that can be useful in resolving the identified factors is also a vital step in the resolution of this conflict. A primary way of addressing this situation is the consultation with the employees before arriving on the final decision to act in such a way. Secondly, explaining the motive of the change is another way of bypassing the challenge of the employee’s mistrust. Finally, stating the advantages that this change will bring will also help remove the uncertainty of the intention of the modification(Neptune, 2013). Evidently, with such strategies in place, an assurance of employee’s commitment and full support to the decision is beyond doubt.
In conclusion, change is an inevitable part of the organization that the institution must be ready to face. Thus, strategies such as enhancing employee’s participation to decision-making process are essential in ensuring there is limited or no resistance. However, failure to do so will only cause chaos like the one exhibited in this scenario.
Neptune, N. (2013). The only constant is change. Nursing Management (Springhouse), 44(5), 6. http://dx.doi.org/10.1097/01.numa.0000429006.47269.22
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Weiss, S. A., &Tappen, R. M. (2015). Essentials of nursing leadership and management.
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