Organizational Change Plan Part one

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climate of the organization should have an open door policy. An open door policy can have a good influence on staff since it allows staff to go in at any time to voice concerns, ideas and offer support. Staff involvement is a key to the change implementation process.

Theoretical Model Related to Change

The change in the organization should use Kurt Lewin’s Change Theory. Kurt Lewin’s theory has three stages unfreezing, moving and refreezing. The need is that the check-in policy was selected, staff was given the knowledge of the change and how it is important for a new process (Borkiski, 2005). Identifying the need for change is the unfreezing stage. The unfreezing stage will give information for new ideas for the change, attitudes, and routines that will need to change so everyone will be on the same side. Communication from staff and management is a must so each side can have a sense of worth and have some involvement during the change. Stage two is the moving stage. The moving stage is where the change will happen. Staff will prepare for the change and know what his or her responsibility to the new system (Lorenzi & Riley, 2000). As the change will happen, the errors will be worked out of the system. Once the errors are corrected, the last stage can begin. Refreezing is the process of making the change permanent (Borkiski, 2005).

Internal and External Resources

Resources are important when a change occurs. Within the process, there will be available staff who can give information concerning questions or any concerns with the new check-in system (Barnett & Carroll, 1995). There will also be staff who can help with the new check-in system if he or she has a difficult time with it. The patient is an external resource as they can give feedback about the check-in process (Barnett & Carroll, 1995). The patients can give information on wait times, information given during the meetings, and let them know if the change is working or not.

Conclusion

Change has to happen to stay in competition with other organizations and keep up on rules and regulations. Changing the check-in process is essential so there is not interruptions during meetings but also allows for shorter wait times that increase satisfaction. Seeing the need for a change, barriers of organizational and individual for the change, any influence that has factors, readiness from the organization, and external and internal resources that may be available. The staff has to trust the organization and should work with management during the change. Kurt Lewin’s theory is used, and it has three stages. Those stages make implementation of the change smooth and by the end makes it successful.

References

Barnett, W., & Carroll, G. (1995). Modeling Internal Organizational Change. Annual Review of

Sociology, 21, 217-236.

Borkowski, N. (2005). Organizational behavior in health care. Sudbury, Mass.: Jones and

Bartlett.

Lorenzi, N., & Riley, R. (2000). Managing Change: An Overview. Journal of the American

Medical Informatics Association, 7(2). http://dx.doi.org/10.1136/jamia.2000.0070116

Rycroft-Malone, J., Kitson, A., Harvey, G., McCormack, B., Seers, K., & Titchen, A. (2002). Ingredients for Change: Revisiting a Conceptual Framework. Qual Saf Health Care.

doi:10.1136/qhc.11.2.174