This document discusses the change management process, including pursuing long term change strategy, communication process of the potential success, managing the consequences of the change, and overcoming contingencies. It also provides recommendations and examples based on the case of Children healthcare of Atlanta.
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Running head: CHANGE MANAGEMENT PROCESS Change management process Name of the student Name of the university Author note
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1CHANGE MANAGEMENT PROCESS Pursuing long term change strategy Change managers can pursue change strategy with long term commitment due to the reason that in the previous assignment it is stated that Lewin change model will be used. The long term commitment of the change strategy can be gained only if all the stakeholders can be involved in the process. Thus, with the help of the Lewin change model, areas of improvement should be identified in the initial stage and it should be communicated to the involved stakeholders. In the case of Children healthcare of Atlanta, both the internal and external stakeholder groups should be involved in detecting the limitations and the areas to be changed (Sarayreh, Khudair & Barakat, 2013). Moreover, the change managers should gather the feedback of the involved stakeholders even after the implementation of the change process. This will ensure that the shortcomings in the implemented change will also be identified and can be rectified. Thus, the long term commitment can be gained. Communication process of the potential success It is recommended that in order to communicate the potential benefits of the implemented changes to the involved stakeholders, short term goals should be initiated rather than concluding quickly. This is due to the reason that conclusion will be uncertain in nature and might not hold the authenticity among the involved stakeholders. Thus, in this case, short term goals will help the change managers to enable the stakeholders in getting access to success within shorter time period. For example, if the employees at Children healthcare of Atlanta can get the success within the short term of the change process implementation, then they will practically experience the benefits to be gained from the process in the long term (van den Heuvel et al., 2013). This willcreatetheauthenticityamongtheinvolvedstakeholdersandtheywillbemore
2CHANGE MANAGEMENT PROCESS communicated about the different elements of the change system. Moreover, with the practical experience of success from the change process, the probability of getting the favorable response from the involved stakeholders will be more. Managing the consequences of the change One of the major ways of managing the consequences of the change is effective communication. This is due to the reason that effective communication process will help both the change agents and other involved stakeholders in getting clear and proper understanding about the change process. Effective communication process will help the change agents in getting the access to the shortcomings being faced by the employees from the process while on the other hand; employees will be able to get the idea about the vision and objectives from the change process (McAleese, Creed & Zutshi, 2013). Thus, even if the consequences of the change process are negative, still that can be managed if properly being communicated to all the stakeholders. In the vase of Children healthcare of Atlanta, this communication is more important because proper coordination between the internal stakeholders will ensure the ideal service quality. Furthermore, involvement of the stakeholders in the implementation process of the change will also be effective in managing the consequences. This is due to the reason that the more will be the involvement of the stakeholders especially the lower level employees, the more will be probability of managing the consequences from the process (Endrejat, Baumgarten & Kauffeld, 2017). If the lower level employees are being involved in the change process from the initial stage, then their opinion will also be considered in the process. Thus, the probability of emergence of negative consequences will be low and can be managed provided the fact that consensus is being maintained.
3CHANGE MANAGEMENT PROCESS Overcoming contingencies Contingencies can be overcome in supporting the change sustainability by means of the evaluation of the alternatives. This is due to the reason that evaluation of the alternatives on the basis of the actual and opportunity cost. Thus, the alternative with the highest opportunity cost will be selected over the others. In addition, the industrial standards can also be used. This is due to the reason that there are number of larger healthcare facilities available compared to the Children healthcare of Atlanta and their sustainable alternatives can be benchmarked if being successful in the previous example (Batras, Duff & Smith, 2016). Moreover, it should also be noted that contingencies can also be overcome by the change agents of Children healthcare of Atlanta by means of consensus. The alternative with the highest consensus among the involved stakeholders should be chosen as the selected one. This is due to the fact that the alternative with the most consensus will have the probability of meeting the expectations of the largest sections and thus will be the most effective one.
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4CHANGE MANAGEMENT PROCESS Reference Batras, D., Duff, C., & Smith, B. J. (2016). Organizational change theory: implications for health promotion practice.Health promotion international,31(1), 231-241. Endrejat, P. C., Baumgarten, F., & Kauffeld, S. (2017). When theory meets practice: Combining Lewin’s ideas about change with motivational interviewing to increase energy-saving behaviours within organizations.Journal of Change Management,17(2), 101-120. McAleese, I., Creed, A., & Zutshi, A. (2013). A Response to Critique of the Refreeze Step in Lewin’sModelofOrganizationalChangefromtheViewpointofOrganizational Behavior.InternationalJournaloftheAcademyofOrganizationalBehavior Management, (4), 104-124. Sarayreh, B. H., Khudair, H., & Barakat, E. A. (2013). Comparative study: the Kurt Lewin of changemanagement.InternationalJournalofComputerandInformation Technology,2(4), 626-629. van den Heuvel, M., Demerouti, E., Bakker, A. B., & Schaufeli, W. B. (2013). Adapting to change: The value of change information and meaning-making.Journal of Vocational Behavior,83(1), 11-21.