Change in Healthcare Organizations

Change in Healthcare Organizations

Change is the lasting phenomenon in organizations and in the environment in general, it has been noted that changes in the twenty first century happen fast than ever before due to modernization. Health care organizations have been concerned in adapting to the changes in the internal and external environment in enhancing sustainability. Management of change in the health care organizations has been a long term concern to the health care managers. Effective management of change support the viability of the organization and at the same time improves the competitiveness of the health care managers professionally (Campbell, 2008).

Surveys have indicated that responding and assessing to the call for change is influential in addressing to the specific needs and wants of the target market (Morrison, 2011). Implementing change in health care organizations is slow and difficult as the stakeholders in most cases resist change due to the issue of the comfort zone. Health care organizations are complex to manage basing on the diversity of the employees, patients and other stakeholders (Heath & Heath, 2010). Implementing change requires consulting the different parties that will be affected by the change, as a way of building support and teams for the changes, which make it easy and fast to implement the changes; buying the support of the stakeholders, ease the challenging aspects in implementing changes in health care organization (Suchman, 2011).

According to Kotter, the best management model involves increasing the urgency, building guiding teams, communicating the right vision, communicating for buying in and in building rapport, facilitating action, creating short term wins, never letting up and making the change stick. If the health care managers fail to get the support of the stakeholders, then implementing the changes involves a rough and bumpy ride in the organization, which is very challenging both for the organization and for the health care managers (Morrison, 2002).

In the face of change in the health care organizations, it is important communicating the change and getting rapport. Stakeholders must feel the need for change in the health care organization; this is critical in making sure that the contributions of all the members are included, which will make stakeholders feel part and parcel of the change happening in the health care organization (Morrison, 2011). All the people at all levels of the organization must be actively involved in the organizational change.

As a health care practitioner, one of the notable changes I have faced is implementing Electronic Medical Records (EMR), some of the benefits that accelerated the implementation of the EMR identified with improved tracking data, tracking patients due for hospital checkups, monitoring the running of the health care facility and improving the quality of the health care practice (Campbell, 2008). Navigating through the change was not easy since some of the stakeholders were against the system. It took time, resources and money buying in the idea to the stakeholders and in building rapport. Navigating change requires consistency and communicating the vision. The heath care manager must act as the role model in setting the right direction (Morrison, 2002). The biggest challenge was resistance and in convincing all the stakeholders on the benefits pegged on the organizational change.

Changes in organizations are easier if all the stakeholders are supportive in the implementation process; this is after all the stakeholders focus at the desired goal facilitated by the common vision (Suchman, 2011). I learned that leaders must act as the role models in facilitating changes in health care organizations. Innovation is encouraged through R&D (Research and Design) in the health care facility. Dealing with anxiety in organizational change is dealt with by connecting with others and thinking positively (Heath & Heath, 2010).




Campbell, R. J. (2008). Change Management in Health Care. The Health Care Manager , 23–39.

Heath, C. & Heath, D. (2010). Switch: How to Change Things When Change Is Hard. New York: Crown Business.

Morrison, I. (2002). Health Care in the New Millennium: Vision, Values, and Leadership. Hoboken, New Jersey: Jossey-Bass.

Morrison, I. (2011). Leading Change in Health Care: Building a Viable System for Today and Tomorrow . Washington, D.C.: AHA Press.

Suchman, A. L. (2011). Leading Change in Healthcare: Transforming Organizations Using Complexity, Positive Psychology and Relationship-Centered Care. New York: Radcliffe Publishing.





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