Learning Reasoning: Navigating Healthcare Systems for Data Presentation - Essay Sample

Introduction

Learning reasoning coupled with institutional reality provides a map that details certain facts that are connected to institutional administration with data presentation. Such presentation represents the world, also known as the brute reality, through the qualification process. Healthcare institutions are one of such ventures (Edwards & Saltman, 2017). Healthcare systems are highly complex and comprise the provision of both public and private healthcare services that encompasses primary care, acute, chronic as well as aged care in different contexts. They are evolving continuously to adapt and address epidemiologic, social, and demographic shifts as well as the emerging technologies, social, economic, and environmental realities (Cameron & Green, 2019).

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Management of Change-the Re-engineering Process

One of the realities that constantly face organizations including the healthcare systems is change. Change is accompanied by a constant evolution in terms of healthcare information systems, changes in healthcare delivery protocols, new treatment options and procedures, changes in leadership management, and so on (Antwi & Kale, 2015). These changes put pressure in healthcare systems and they affect them at various levels, especially when the change is abrupt. From the case study, although the CEO is determined to implement the process, some employees and members of the board are not in support of the reengineering processes.

Mainly, this case scenario represents a typical challenge that organizations face especially when they are implementing a change. Not every individual would always be in support of such changes. Hence, effecting change in an organization means unfreezing old behaviors while introducing new ones and re-freezing (Antwi & Kale, 2015). When change is predictable, the organization can have time to prepare for it through the engagement of various individuals including employees, the board, and the stakeholders.

Even the best change processes may meet major resistance if the individual spearheading the process is not effective when it comes to leading that change (Edwards &Saltman, 2017). The case study presents a typical scenario of how such resistance occurs. The CEO does not appear in person during the process, but undertakes it in writing. Motivating people to adopt a given change requires the leader to be constantly present in the vicinity, or choose his/her representative when absent. When a leader is not present, the employees may see the change as irrelevant (Baesu & Bejinaru, 2014). Additionally, promoting change is a highly demanding and fatiguing process, which requires that the leader challenge the precedent while persevering through the established norms, habits, and behaviors. The leader should be highly committed to changing those who oppose the efforts (Edwards &Saltman, 2017).

Further, while developing responses and engaging in the processes proactively, the leader should be clear about the stated vision (Edwards &Saltman, 2017). Constant communication of change should be the order of the day. Moreover, a leader is required to explain the purpose of re-engineering processes, how it best connects with the values of the organization, and its long-term benefits (Baesu & Bejinaru, 2014). He also needs to encourage collaboration among all the departments as well as the members of the board. According to Antwi and Kale (2015), including employees in decision making from an early stage encourages them to break out from their silos and strengthens their commitment to change. It is highly likely that the CEO may have failed to observe such protocols from the inception of the change process.

Performance and Change

The other institutional reality that faces organizations is a drop in performance especially when change is introduced. According to Edwards and Saltman, (2017), many organizations often struggle when change is introduced before it becomes part of the organizational culture. Unexpected change can lead to a drop in performance in terms of service delivery, especially among the employees. It occurs when the systems put in place do not support systems of work, complex or employees lack the technical know-how to the system (Cameron & Green, 2019). In the case study presented, the interviewee mentions that the re-engineering efforts have caused a constant drop in performance. Some of the possible causes may include lack of training to familiarize employees with the new systems, mental stress that results from organizational change process, loss of loyalty, and increased turnover. Certainly, this is possible when the systems in place cut back on employee benefits or a change in departmental leadership that may introduce new systems of work (Figueroa et al., 2019).

However, organizations can ensure improved performance when spearheading change by closing the existing gaps in the organization (Cameron & Green, 2019). When managed well, performance would assist companies to improve productivity and efficiency. Benchmarking performance is crucial, as it helps management identify the areas that need improvement. The case presents a case where performance is not monitored closely (Prakash et al., 2017). Evaluation of organizational needs is crucial as it ensures that training and development needs are identified and implemented. Mainly, this in turn drives a high-performance culture (Cameron & Green, 2019).

Additionally, communication is vital to addressing change and performance in an organization. The leadership should recognize that change can improve, stagnate, or result in a drop in performance (Carter et al., 2013). The CEO of the organization in this case should be able to address the emotional responses that change generates among the Board and employees. The change leadership should listen to the needs of its workforce by constantly communicating with them through the existing systems in the workplace. Engaging the HR department to develop frameworks for addressing workforce concerns is critical in addressing employee needs (Hussain et al., 2018). Through the department, the employees can freely air out their concerns, which would then be presented to the management (Edwards &Saltman, 2017). Also, the organizational leadership should encourage highly interactive systems that engage employees especially when change is instituted. Allowing employees to participate eliminates the element of fear and it helps them adjust quickly to the desired change (Carter et al., 2013).

Patient and Provider Satisfaction

Some institutional realities require that businesses transform their culture to improve customer satisfaction. Hospitals are not an exception. Customer satisfaction is vital to ensuring customer loyalty. In healthcare, delivering quality care is the basis of customer satisfaction (Epstein, 2014). Reduced performance implies that the facility lost its customer base due to decreased levels of patient and customer satisfaction. Improvement of patient care requires that the facility develop protocols that are highly accommodative of patient needs through the improvement of existing facilities and improving employee skills through training (Epstein, 2014). Concerning provider satisfaction, the hospital must improve their working conditions by decreasing their working hours or hiring more staff to relieve the already overworked workforce (Bodenheimer & Sinsky, 2014).

Also, provider satisfaction can be improved by developing systems for employee improvement such as training and participation in decision making especially that involves change (Bodenheimer & Sinsky, 2014). The organization must realize that health practitioners spearhead its performance, and hence, the need to constantly improve their skills while ensuring that their work conditions remain accommodative and comfortable (Bodenheimer & Sinsky, 2014). The organization can also adopt new technologies and systems that address patient needs through the expansion of essential care units and improving the existing facilities. The reengineering processes in the organization must address such gaps to ensure that they remain profitable and with high patient turnover.

Conclusion

To conclude, institutional realities often call for change in the organization. In particular, organizations should always be ready to address major changes in the marketplace to meet their customer needs while ensuring that the organizational culture remains hospitable to its employees. A high degree of performance can only be realized when the organizations are ready to streamline their existing culture to be more adaptive to the present needs of the organization. Organizational leadership should be fast at enabling change while engaging all the stakeholders to limit any resistance. It should also ensure that the desired outcome enables the organization to remain competitive in the market.

References

Antwi, M., & Kale, M. (2015). Change management in healthcare: Literature review. Monieson Centre for Business Research in Healthcare, Queen's University. https://smith.queensu.ca/centres/monieson/knowledge_articles/files/Change%20Management%20in%20Healthcare%20-%20Lit%20Review%20-%20AP%20FINAL.pdf

Baesu, C., &Bejinaru, R. (2014). Leadership approaches regarding the organizational change. The USV annals of economics and public administration, 13(18), 146-152. http://annals.seap.usv.ro/index.php/annals/article/viewFile/579/590

Bodenheimer, T., &Sinsky, C. (2014). From triple to quadruple aim: care of the patient requires care of the provider. The Annals of Family Medicine, 12(6), 573-576. https://www.annfammed.org/content/12/6/573.full?utm_content=buffer3f4f7&utm_medium=social&utm_source=plus.google.com&utm_campaign=buffer

Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

Carter, M. Z., Armenakis, A. A., Feild, H. S., &Mossholder, K. W. (2013).Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), 942-958. https://business.troy.edu/Portal/Data/Sites/1/userfiles/46/carter-et-al-job2013.pdf

Edwards, N., &Saltman, R. B. (2017).Re-thinking barriers to organizational change in public hospitals. Israel Journal of Health Policy Research, 6(1), 1-11. https://ijhpr.biomedcentral.com/articles/10.1186/s13584-017-0133-8

Epstein, N. E. (2014). Multidisciplinary in-hospital teams improve patient outcomes: A review. Surgical neurology international, 5(7), S295. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4173201/

Figueroa, C. A., Harrison, R., Chauhan, A., & Meyer, L. (2019). Priorities and challenges for health leadership and workforce management globally: a rapid review. BMC health services research, 19(1), 239. https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-019-4080-7

Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. https://www.sciencedirect.com/science/article/pii/S2444569X16300087