Change Management in Healthcare (Doc)
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Added on 2020-05-28
Change Management in Healthcare (Doc)
Added on 2020-05-28
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Running head: CHANGE MANAGEMENT IN HEALTHCARECHANGE MANAGEMENT IN HEALTHCAREName of the StudentName of the UniversityAuthor Note
1CHANGE MANAGEMENT IN HEALTHCAREIntroduction:Healthcare in Singapore is considered by the World Health Organization as the sixthranking in the providence of affordable healthcare to the citizens (Frakt & Carroll, 2017).This has been achieved even with governmental investment on healthcare (as a percent of itsGDP), that is lower in comparison to United States or Canada, which suggests the efficiencyof Singapore’s Healthcare systems. However, the prevalence of health conditions likeDiabetes and Hypertension and health risks like low birth weight are still high in Singapore,which highlights the necessity to address such conditions, and the requirement of change inthe healthcare system to reduce such health burden in Singapore. Abri (2018) suggested thatthe obligation of healthcare professionals towards the maintenance of expertise onprofessional tasks and selective commissioning of tasks based on the expertise held by theprofessionals as being a key concern in healthcare management as well as for themanagement of change in healthcare. Change is a continuous and dynamic process, and itspace has increased significantly in healthcare over the years (Huber, 2017).Management of change involves handling of the factors driving the change. Umikeridentified the steps leading to change as evaluation, planning, implementation, as well astactics, strategies involved, while ensuring the relevancy and the importance of the change(McConnell, 2016).Change:Effective change can be brought about by the modification or even removal of oldpractices and behaviors to allow the introduction of new ones, and then followed by thesolidification of the new practices or behavior. Such changes can be continuous, non-continuous or sporadic, frequent or non-frequent (Abri, 2018). When the changes arepredictable, it allows scope for preparation for the change, while unpredictable changes do
2CHANGE MANAGEMENT IN HEALTHCAREnot allow such scope. In healthcare, change is a rapid and frequent process, which reduces thepredictability for the change (Cummings & Worley, 2014). The phenomenal growth inhealthcare can be attributed to technological breakthroughs in genetic and genomic studiesand gene based therapies, bioengineering as well as economic and competitive stress, and theutilization of technologies in healthcare. In Addition, change has also been caused by anevolution in the financing and financing systems in healthcare, involves different type’sorganizations and services (Ginter, Duncan & Swayne, 2018).Change is also understood in an evolutionary and life cycle perspective as apredetermined process occurring over time, and at a pre specified direction, while inteleological and dialectical context, change trajectory can be understood as a construct inwhich changes can be made at will on the goals or the steps used to attain the goals (Hayes,2014). Considering that change is a dynamic process, and improvement in healthcarerequires change, it becomes pertinent to manage the process of change in order to havefavorable outcome. Davidson (2015) pointed out that the importance of change managementin healthcare is more now than ever before, as is hence is essential management practice, andundermining its importance can have serious consequences or even failure in theimplementation and sustenance of change. Hayes (2014) conceptualizes change management as purposeful processes thatrevolve around seven core activities:1.Identification of the need for change, and initiating the process of change.2.Identification of the different areas of change and creating an idea of goals to beachieved.3.Planning interventions to reach the desired goals.4.Implementation of the intervention plans, and progress review.
3CHANGE MANAGEMENT IN HEALTHCARE5.Change sustenance.6.Leadership and management of human issues.7.Learning process.A significant change in Singapore’s healthcare is reflected by the long life expectancyand low infant mortality rates in the country. The first restructuring of public hospitals, in the1980’s resulted in the commissioning of autonomous boards who can decide how to rewardthe employees, and manage their own affairs within parameters, while they receivedcontinued funding from the government in order to subsidize healthcare to patients. Anotheraspect of change in healthcare happened due to the grouping of healthcare assets into twoclusters, namely SingHealth and National Healthcare Group, each cluster comprising of acutehospitals, specialist centers and polyclinics. Each of the clusters will also include medicalschool that will help to develop and improve professional training and research. This will alsoallow scope for healthcare professionals to switch between clusters, thereby improving accessto patients (Khalik, 2018). Collaborated 5 parts of change:Tushman (1997) pointed out that the evolution of change in an organization is not constantprocess, and there are variations in the rate and repetition of the cycle of change. WhileMeyer & Stensaker (2006) defines the ability for change as the providence and improvementof alterations in operational capabilities that can maintain performance in the long run. Bothshort term and long term capabilities for change and maintain ace of daily operations arenecessary to ascertain change without the destruction of the well functioning aspects in theorganization. Different blocks to change can be categorized as emotional, perceptual, cultural,environmental and cognitive. Perceptual blocks include: stereotyping, difficulty in isolating
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