Change Initiative Project

This report discusses the change management program implemented in St. Bridget Private Hospital (SBPH) to address issues in patient satisfaction and service delivery. It explores the change initiative, leadership action, framework for change management, strategies to deal with resistance, and important aspects of the change initiative. The report emphasizes the importance of effective communication, motivation, and flexibility in implementing successful change initiatives.

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Change Initiative Project
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Contents
Introduction......................................................................................................................................1
Description about Change Initiative and Leadership Action...........................................................1
Framework for Change Management..............................................................................................2
Change in Leadership Role..............................................................................................................3
Strategies to deal with resistance to change....................................................................................4
Important Aspects in Change Initiative...........................................................................................5
Conclusion.......................................................................................................................................6
References........................................................................................................................................7

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Introduction
The purpose of the report is to enlighten the reader about the information of the change
management program organized in a business structure. The report explains the change
management program initiated in a hospital facing various problems in the environment. The
case study explains information about the St. Bridget Private Hospital (SBPH) where the
management was facing problems in managing the depleting satisfaction level of the employees
in the environment. The hospital was not having an isolation areas where they can make the
patients sit for a while till the preparations were going on for the operation. This aspect reduced
the satisfaction level of the patients and increase the time of service delivery. Further, the below
mentioned paper inform about the description of the change initiative along with leadership
action taken by the management. It also evaluates the change management framework
implemented by the hospital and how the leadership role changed with the implementation of
change management program.
Description about Change Initiative and Leadership Action
The St. Bridget Private Hospital (SBPH) was facing various issues in the environment that were
reducing its service providing efficiency in the target environment. The patients were facing
problem of increased waiting time at the hospital due to which the infectious patients have to
wait to attain the surgical procedure in the environment. Also, the hospital needs to implement
strategies to attain cost effective activities of business. Resulting in which, the hospital aimed to
introduce an isolation area at the hospital where they can comfortably make the patients sit for a
while till all the preparations are made.
Usually the faced a thirty to forty five minute delayed in turnaround in between the surgery
however, organizing and isolation room at the hospital will increase the efficiency of the
company and will reduce the waiting time as well (Hughes 2015). The change aimed to improve
the dignity of the patients that require isolation when they are going in the operating room
department. The leadership action was taken to support the change initiative in the environment
so that they can reduce the issues present with the hospital and increase its service efficiency as

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well. The leadership action represented that the hospital wants to work on protecting the dignity
of the patients in the hospital (Barr, and Dowding 2019).
Framework for Change Management
The hospital used the eight step Kotter’s Change Model to promote the change initiative in the
environment. The model helped the organization to effectively implement the changes in the
business are grow as well. Below mentioned are the ways in which change was implemented:
 Creation of Urgency: In order to implement the change in the business, the management
of the hospital developed a sense of urgency around so as to motivate the people and act
as an initial spark in the change management process. The management made the
employees understand the issue that they were facing collectively with the patients and
the urgency to implement changes at the hospital (Hayes 2018).
 Forming of Powerful Coalition: Under this phase, the leader of the hospital aimed to
convince the employees that change is the only constant thing that keeps the business
working effectively. The leader along with key people of the company aimed to convince
the other employees that the hospital need to for an isolation room to take care of the
interest of patients (Veling, et. al., 2018).
 Creation of Vision for Change: After making the employees comfortable about the
thought of change, the management of hospital linked various great ideas with the change
initiative so as to attain a clear vision for change. This vision helped all the other
employees to attain the idea of what the hospital wants to achieve through this change.
 Communication of Vision: the developed vision is needed to be communicated so that
the employees stay motivated and focused towards the change initiative implemented in
the organization. Special meeting were held to communicate the vision to the employees
and attain their perspective as well (Rosenbaum, More, and Steane 2018).
 Removing Obstacles: After following the above mentioned steps, there were few steps
left in implementation of the change initiative. So, under this step the management
looked after at the resistance to change aspect. Many people at the hospital believed that
the way in which they were working was fine and this type of change was not needed.

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However, the leader convinced them by making them understand the vision of change
and work for a better cause as well (Baloh, Zhu, and Ward 2018).
 Creation of Short-term Wins: after eliminating the resistance, the leaders created short
term wins on the basis of which they aimed to achieve the long term goal as well. Short
term success motivated the employees to the maximum extent and changed their working
habits for good. The smaller achievable targets also helped the management to
understand that where is there change management plan directing and what are the
outcomes of the plan.
 Building on the Change: Many change projects fails because victory is declared too
quickly but real change takes time to run deep into the core functioning process of the
business and change it. Thus, at the final stage on making changes, the leader effectively
scrutinized every area and linked it with the performance indicators to analyse the
success of the change management program at the hospital (Bejinariu, et. al., 2017).
 Anchoring Changes in Corporate Culture: Thus, finally after creating an isolation
room at the hospital to protect the dignity of the patients, the leaders of the hospital aimed
to anchor the change so that the benefits of the program are received for a longer period
of time. The change was adopted in the core activities of the company so as comply with
the vision as well (Levy 2018).
Lastly, it should be noted that this framework was chosen to initiate the change management
program at the hospital because the leaders believed that this framework will successfully help
them to eliminate the issues and implement changes slowly and gradually. As the process
focuses on all the major aspects where the company can fail and provide a guideline to rectify
them due to which this program was for change implementation at the hospital (By, Hughes, and
Ford 2016).
Change in Leadership Role
Leadership refers to the act to leading people, monitoring them and guiding them to work in the
right direction. In case of the change management program, the leadership role changes in varied
ways. Before the implementation of the change management program at the hospital, the
leadership role of the leader was not typical as all the employees were according to their

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efficiency and the business was running smoothly. However, after analysing the need for change
and implementing the Kotter eight step change initiative, the leadership activities of the
management of the hospital completely changed (Marquis, and Huston 2009). To begin with the
change, the leader initially created a suitable vision so that every individual at the hospital can
relate to it. Very few employee understood the change vision and the need for change at the
hospital resulting in which, the leader had to organize a meeting to make the employees
understand about the need for change. Still few employees resisted towards change due to which
the leader had to personal convince them and make them understand the importance of change
process in the business (Pollack, and Pollack 2015).
However, the initial resistance was still passable for the leader but when the employees resisted
in between the implementation of the change plan that created actual problem for the leader.
These were the people who were initiating changes in the business but they were not finding the
changes worth it. Resulting to which, the leader had to initiate motivation programs and regular
group meeting to keep the employees focused in the vision for change. The motivational skills of
the leader were required at this phase due to which the management team incentivised the
employees in both monetarily as well as non-monetarily ways to keep them motivated
(McAuliffe, and Van Vaerenbergh 2006). Lastly, during the change management, the employees
required a team mate more than a superior in the program due to which the leader himself took
part in the change management program and worked with the employees of the company. Thus,
in this way the needs and role of leader changed with each and every activity in the change
management program.
Strategies to deal with resistance to change
Change initiative was received very well with positive comments from the managers, theatre
staff, infection control specialist, consultants and ward nurse managers. However, the three
strategies that can help in dealing with resistance to change process are discussed below:
 Empowering flexibility: Flexibility is one of the aspects that go hand in hand with the
change initiatives in an organization. This process provides opportunity to the employees
to work according to their willing with innovation and creativity with such a way to
achieve the change vision for the business. Empowering flexibility in the organization

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provide an opportunity to the employees who are resisting towards change to work
according to their expectancy in the environment. If the employees pass with such
activity then well and good but if they fail then ultimately they have to work according to
the guidelines of change program. This process also open up various ways to implement
changes in the business (Stouten, Rousseau, and De Cremer 2018).
 Keeping Employees Motivated: motivation is one of the most important aspects that
keep the employees directed towards the change management program in the
organization. The leader of the change management need to effectively take care of the
interest of the employees in the change program and keep them connected to the program
by motivating them and incentivizing them. The leader needs to motivate the employees
in both financial as well as non-financial ways. Motivation eliminates the resistance part
from the employees (Health Service Executive., (2019).
 Effective Communication: Communication is the key to resolve an issue in an
organization. With effective communication the leader and the employees can easily sit
and resolve their issues related to the change management process. While implementing
changes in the business, the leader need to communicate the their team so as to attain
information about the areas where they are facing issues and why they are not accepting
the change process in the business. This type of communication between the superior and
subordinate can effectively eliminate resistance to change problem and give rise to
innovative solutions as well (Hornstein 2015).
Important Aspects in Change Initiative
The three aspects that I would do differently next time when I am leading change initiative are
mentioned below:
 I will try to be more aware of the strategies and procedures at the hospital as the
management might have more projects outside the theatre department that involved
higher degree of financial aspects and it may cause the delay of the implementation of the
proposed change initiatives as well.
 Further, I would appropriately identify the need and importance of the change initiative
before implementing the program in the organization. It is easy to acknowledge the

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employees when the leader is completely acknowledged about the change
implementation program in an organization.
 Thirdly, I would plan the change initiative appropriately. The change initiative plan
should be formed concerned the interest level and the working habits of the employees in
an organization. Like, a flexible organization should implement change initiatives
flexibly only and not by fixing the internal environment (Salman, and Broten 2017).
Conclusion
Thus, in the limelight of above mentioned event, the fact should be noted that the above
mentioned paper highlighted information about the change management program organized in
the St. Bridget Private Hospital (SBPH). The hospital wanted to reduce the waiting time of the
patients and increase the cost effectiveness as well due to which they introduced a change
management program to implement an isolation area at the hospital. The paper elaborates Kotter
eight step model for change along with the leadership role and strategies. The change
management process is crucial for each and every organization which should be conducted
considering interest of the employees and the company.

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References
Baloh, J., Zhu, X. and Ward, M.M., 2018. Implementing team huddles in small rural hospitals:
How does the Kotter model of change apply?. Journal of nursing management, 26(5), pp.571-
578.
Barr, J. and Dowding, L., 2019. Leadership in health care. Sage Publications Limited.
Bejinariu, A.C., Jitarel, A., Sarca, I. and Mocan, A., 2017. Organizational Change Management–
Concepts Definitions and Approaches Inventory. In Management Challenges in a Network
Economy: Proceedings of the MakeLearn and TIIM International Conference 2017 (pp. 321-
330). ToKnowPress.
By, R.T., Hughes, M. and Ford, J., 2016. Change leadership: Oxymoron and myths.
Hayes, J., 2018. The theory and practice of change management. UK: Palgrave.
Health Service Executive., (2019) Improving Team Working- A Guidance Document [online].
Available from https://www.hse.ie/eng/staff/resources/cmr/itw.pdf [Accessed on 20 March
2019].
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), pp.291-
298.
Hughes, M., 2015. The decline of change management and the rise of change leadership.
Levy, M., 2018. Change management serving knowledge management and organizational
development: Reflections and review. In Global practices in knowledge management for societal
and organizational development (pp. 256-270). IGI Global.
Marquis, B.L. and Huston, C.J., 2009. Leadership roles and management functions in nursing:
Theory and application. Lippincott Williams & Wilkins.
McAuliffe, E. and Van Vaerenbergh, C., 2006. Guiding change in the Irish health system.

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Pollack, J. and Pollack, R., 2015. Using Kotter’s eight stage process to manage an organisational
change program: Presentation and practice. Systemic Practice and Action Research, 28(1),
pp.51-66.
Rosenbaum, D., More, E. and Steane, P., 2018. Planned organisational change management:
Forward to the past? An exploratory literature review. Journal of Organizational Change
Management, 31(2), pp.286-303.
Salman, Y. and Broten, N., 2017. Leading Change. Macat Library.
Stouten, J., Rousseau, D.M. and De Cremer, D., 2018. Successful organizational change:
Integrating the management practice and scholarly literatures. Academy of Management
Annals, 12(2), pp.752-788.
Veling, L., Crowley, C., Russell, A., Cullen, J.G., McQuillan, L., Gorman, P., McNieve, A. and
MacHale, J., 2018. Organizational Change Management (OCM): Preliminary position paper.