Health Strategy Plan Report: Change, Innovation, and Culture

This report provides a comprehensive analysis of health strategy plans, exploring various aspects of healthcare management and innovation. It begins by comparing and contrasting two prominent change management models: Lewin's and Kotter's, highlighting their strengths, weaknesses, and practical applications within healthcare settings. The report then delves into the impact of recent technological innovations, specifically focusing on the development and implementation of biosensors, wearables, and nearables in the healthcare industry. It discusses their role in real-time data logging, diagnosis, patient monitoring, and treatment tailoring, emphasizing their potential to improve patient outcomes and satisfaction. Furthermore, the report examines a specific case study: the Bendigo Health strategic plan from 2013 to 2018, analyzing its objectives, strategies, and initiatives aimed at improving the healthcare system. Finally, the report explores the significance of organizational culture in healthcare, discussing its influence as both a facilitator and barrier to innovation, safety practices, and the overall development of healthcare services. It emphasizes the importance of a positive organizational culture in fostering technological advancements and ensuring patient-centered care.

Running head: HEALTH STRATEGY PLAN
HEALTH STRATEGY PLAN
Name of the student:
Name of the university:
Author note:

1
HEALTH STRATEGY PLAN
Question 1:
The psychologist Kurt Lewin proposed Lewin’s change management model in the year
1950. Three important stages were noted in it. These are unfreeze where employees are
motivated to change as most employees try their best to resist the change. The second stage is
called the transition phase where the organization gets into the period where employees
gradually start accepting as well as adapting to the changes. The last phase is the freeze period
where the change is stabilized and the employees become well adapted and acclimated to the
new business procedures. Another model is called the Kotter’s 8-step model that includes eight
steps. This includes creating sense of urgency among the employees and thereby building a
guiding coalition. The third step is forming strategic vision as well as initiatives. The fourth one
is enlisting volunteering army. The fifth step is enabling action by removing barriers followed by
generating short-term wins and then sustaining acceleration. The last stage is instituting the
change.
Lewin’s model is rational, goal as well as plan-oriented and therefore researchers are of
the opinion that although the change looks possible on paper due to its appearance of having a
rational sense but when it is tried to be implemented, managers may face a number of issues. As
this model does not provide much importance to the consideration of human feelings and
experiences, it can have negative consequences. However, on the other hand Kotter’s change
management procedure is a systematic process that provides distinct and clear steps for the
guidance of the procedures (Pearce & Pons, 2017). This mainly focuses on preparing the
employees first and then helping them to accept the change but the focus is never on the actual
change. Researchers are of the opinion that transition is much easier with this model. Many

2
HEALTH STRATEGY PLAN
researchers also state that Lewin has focused on overall process of change. However, Kotter
believes to focusd on organizational development activities.
However, the similarities of the models are that both the models believe the application
of behavioral science that involves the members of the organization in the procedure of change.
Both the model focuses on the difficulty to get employees move from their comfort zone to the
new changes required (Kazmi & Naaranoja, 2017). Both the model believes in identifying the
issues in the beginning and then starting to rectify the changes and implement them.
Question 2:
One of the recent innovation that had taken place within the decade is the development of
biosensors, wearables and nearables which are actually mobile tools designed specifically for the
healthcare industry. Sensors have been found to be extremely helpful in measuring the health of
the patient, helps in allowing real-time data logging as well as going beyond just diagnostic
purposes. Sensors are also seen to educate both doctors and nursing professionals and alert
patients to help both the members to prepare themselves for health issues in the future. At
relatively lesser price, sensors are seen to enable healthcare professionals for diagnosing
different disorders at a faster rate. This helps in tailoring the treatment according to the patient’s
needs thereby increasing patient satisfaction. In the healthcare, biosensors are seen to provide
analyses of chemical as well as chemical and physiological procedures (Polizzi & Freemont,
2016). They are seen to transfer the physiological data wither to an observer as well as to a
monitoring device. They are seen to provide positive impact not only in diagnosing but also in
monitoring and maintaining health. Researchers are of the opinion that biosensors can help in
automated, passive as well as active collection of data. They then conduct a first level automated

3
HEALTH STRATEGY PLAN
analysis of that data which can help in management and treatment of different types of chronic
information such as diabetes, cardiac Dysrhythmias, Congestive Heart Failure and many others.
In order to highlight its importance, an important example can be provided. Changes in different
types of heart rate, blood pressure as well as body temperatures can reveal cardiovascular
disorders but they may get unnoticed until yearly checkup that might result in delay in diagnosis
and treatment. Moreover, these parameters are seen to vary over the course of the day and
between different individual (Le, 2017). Therefore, one time reading may not provide the best
result of the condition of the organs and the systems of the individual. Therefore, biosensors are
helpful in providing personalized assessment providing enough information about the health of
the individual. Wearable biosensors like trackers, activity monitors and many others have now
become successful in checking parameters regularly.
Question 4:
Part A:
Bendigo Health strategic plan 2013 to 2018 is developed by the organization where they
have put forward different strategies and objectives to develop excellent healthcare system.
Through it, they will be able to connect service planning as well as delivery of primary, acute as
well as tertiary care that are needed by the people of the community. The strategies that are
described helps in ensuring that patient receive highest quality care as well as safest medical
service, health advice and support available to them when necessary. The three activities that
they believe will help in meeting the objective is to encourage, support and enable people to
work together to reach the vision of the organization. In order to provide best service to the
community members, the organization has ensured that effective teamwork among the

4
HEALTH STRATEGY PLAN
employees and staffs are important to meet the objectives. They have decided to increase the
research capacity, provide a smarter se of technology, provide an improved staff engagement and
workforce planning, and better health promotion and investing in lifelong learning. Their
strategic plan ensures the incorporation of the proper techniques to meet the objectives and hence
would ensure best care service of the patients. Effective teamwork is encouraged and this will
help in bringing out the positive effects (Wager, Lee & Glaser, 2017).
Part B:
The strategic plans that have been prepared have helped in describing the goals in details
that they want to achieve. An interesting fact that is quite praiseworthy is that the strategists had
divided the goals in a number of small objectives. Researchers are of the opinion that smaller and
more defined the objectives, they are highly helpful for the employees and staffs to follow. These
would give them a clear idea about what the organization is trying to achieve. Clearer the
objective in the strategy, higher is the chance of success of the strategic plans. Another feature
that is quite well discussed in the plan is the initiatives the employees of the organization would
uptake in order to meet the goals and objectives (Ginter et al., 2018). All the important activities
that the employees need to uptake had been described under each of the objectives that give a
clear view about the strategic plans. They are not at all clumsy but in turn show how well
researches had been conducted before laying down the plans. Hence, these plans would be easier
to meet and changes can be brought down effectively.
Question 4:
Part A:

5
HEALTH STRATEGY PLAN
Organizational culture can be defined as the culture of underlying beliefs, values as well
as assumptions and ways of interaction among people in the organization that contributes to
unique psychological as well as social environment of the organization. This culture is seen to
include the organization’s expectations, philosophy, values as well as experiences that in turn
guide the behavior of the members (Williams, Perillo & Brown, 2015). This culture is inculcated
in the member’s self-image, inner workings, future expectations as well as interactions with
outside the world. This remains based on shared attitudes, unwritten rules, beliefs, customs and
others that are built over time (Ovseiko et al., 2015).
Part B:
Organizational culture can act both as a barrier as well as facilitator for the development
of healthcare working environment, safety practices and development of the services of the
service providers. One of the studies has noted that there are many organizations where the
organizational culture is such that the healthcare professionals possess negative attitudes to
innovation and risk taking about technological advancements (Beardome &McSherry, 2017). In
such a scenario, the employees will never feel comfortable to handle technologies that will act as
a barrier for the organization to provide evidence based care to the patients and participate in the
competitive market of healthcare industries (Killet et al., 2016). In comparison, those healthcare
centers whose organizational culture support such innovations and advancements and are ready
for change managements can ensure success and higher patient satisfaction.

6
HEALTH STRATEGY PLAN
References:
Beardsmore, E., & McSherry, R. (2017). Healthcare workers’ perceptions of organisational
culture and the impact on the delivery of compassionate quality care. Journal of Research
in Nursing, 22(1-2), 42-56.
Ginter, P. M., Duncan, J., & Swayne, L. E. (2018). The Strategic Management of Healthcare
Organizations. John Wiley & Sons.
Kazmi, S. A. Z., & Naarananoja, M. (2017). Collection of Change Management Models–An
Opportunity to Make the Best Choice from the Various Organizational Transformational
Techniques. GSTF Journal on Business Review (GBR), 2(4).
Killett, A., Burns, D., Kelly, F., Brooker, D., Bowes, A., La Fontaine, J., ... & O'NEILL, M. A.
R. T. I. N. (2016). Digging deep: how organisational culture affects care home residents'
experiences. Ageing & Society, 36(1), 160-188.
Le, N. D. (2017). Robust Biosensors for Healthcare Applications: from High-Content Screening
to Point-of-Care Testing.
Ovseiko, P. V., Melham, K., Fowler, J., & Buchan, A. M. (2015). Organisational culture and
post-merger integration in an academic health centre: a mixed-methods study. BMC
health services research, 15(1), 25.
Pearce, A. D., & Pons, D. J. (2017). Defining Lean Change—Framing Lean Implementation in
Organizational Development. International Journal of Business and Management, 12(4),
10.

7
HEALTH STRATEGY PLAN
Polizzi, K. M., & Freemont, P. S. (2016, December). Synthetic biology biosensors for healthcare
and industrial biotechnology applications. In IET/SynbiCITE Engineering Biology
Conference, 2016. ICP2016CP702 2016. (pp. 1-1). IET.
Wager, K. A., Lee, F. W., & Glaser, J. P. (2017). Health care information systems: a practical
approach for health care management.
Williams, B., Perillo, S., & Brown, T. (2015). What are the factors of organisational culture in
health care settings that act as barriers to the implementation of evidence-based practice?
A scoping review. Nurse education today, 35(2), e34-e41.