Health System and Change: Human Impact and Engagement Report

This report delves into the critical aspects of health system changes, with a specific focus on the human element and workforce engagement. It begins by highlighting the impact of staff on change initiatives, emphasizing that the workforce's response—whether positive or negative—directly influences the success of organizational transformations. The report then explores strategies for effectively engaging the workforce during the planning phase, such as incorporating their ideas, providing in-depth task definitions, and communicating changes proactively. Furthermore, it underscores the importance of delegating responsibilities and holding staff accountable to foster a supportive environment for change implementation. The analysis draws on several academic references to support its arguments, providing a comprehensive overview of the human dynamics involved in managing change within health systems.

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Health system and change
Human impacts on the change initiative
Human resource are the working force within the organization which ensures the smooth
running of the organization’s operational activities. While implementing change within the
organization or transforming the organization’s structures and design by the manager and
stakeholders, human impacts thus the staff working within the organization should be considered
and evaluated effectively since they are the function of success for the newly implemented
organizational structure or design. (Batras, Duff and Smith, 2016, pg. 238).
Humans can influence the change initiative either positively or negatively based on the
outcome of the change to be implemented in their daily activities. The positive impact of staff on
the change initiative will tend to dictate the success of the implemented changes by supporting
the initiative through compliance with the changes and also cooperating with the administration
department in the implementation of the change. With the human support and corporation on the
implemented change by the management body, they will enhance the success of the change by
embracing the outcome resulted by the change.
Negative impacts of the change will be spotted through poor response to the change and also
lack of interest in the implemented change. They will always be against the requirements of the
change as they are unwilling to cop up with the change. the poor response by the staff will also
impact the normal operations of the organization as they will be reluctant to perform their
assigned task due to lack of interest and motivation drive to perform the assigned task hence will
generally impact the output of the organization. (Cheadle, et al., 2016, pg. 630).

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How to engage the workforce to support the change initiative
Engaging workforce during the planning phase for the change will lure most of the
workforce to support the change initiative proposed since they will be free to give their ideas and
stand based on the change thus the management will be able to incorporate their ideas in the
change initiative to be implemented.
Defining the task in-depth to the workforce will enhance their understanding of the change to
be implemented. Based on their understanding of the changes that are both positive and negative
outcomes of the change, they will then choose to support the initiative or oppose it. Most of the
staff will, therefore, support the initiative. (Fernandez and Rainey, 2017, pg. 12).
Prior communication on the intended change within the organization will prepare the
workforce psychologically about the initiative hence will find alternative adaptation mechanism
on the change to fit and comply with the initiative.
Delegating task among the workforce will help the manager to hold each member responsible
for their action on the assigned task hence will act as a driving force to the workforce since
everyone will be held against their action, therefore they will all comply with the changes
implemented. (Rahimian and MacDougall, 2016, pg. 358).

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References
Batras, D., Duff, C. and Smith, B.J., 2016. Organizational change theory: implications for health
promotion practice. Health promotion international, 31(1), pp.231-241.
Cheadle, A., Cromp, D., Krieger, J.W., Chan, N., McNees, M., Ross-Viles, S., Kellogg, R.,
Hamilton, W., 2016. Framing vision: An examination of framing, sensegiving, and sensemaking
during a change initiative. Community College Journal of Research and Practice, 40(7), pp.625-
631.
Fernandez, S. and Rainey, H.G., 2017. Managing successful organizational change in the public
sector. In Debating Public Administration (pp. 7-26). Routledge.
Rahimian, A. and MacDougall, E., 2016. Promoting policy, systems, and environment change to
prevent chronic disease: lessons taught from the king county communities putting prevention to
work initiative. Journal of Public Health Management and Practice, 22(4), pp.348-359.