Leadership and Change Management in Hull University NHS Trust Report

This report provides an in-depth analysis of leadership and change management within the Hull University Teaching Hospital NHS Trust. It explores the application of leadership models and change management frameworks, such as the ADKAR and Lewin's models, to address challenges within the healthcare environment. The report examines various changes, including the shift to value-based payment models, the introduction of health-related applications, and changes in insurance and reimbursement policies. The research, based on interviews, assesses the hospital's preparedness for future challenges, emphasizing the importance of strategic thinking and adaptability. It highlights the significance of efficient change management techniques and leadership styles in maintaining good customer service and overall organizational success.

Leadership and Change
Management in Hull University
Teaching Hospital NHS Trust

Challenges Faced by HULL
o The scenario in NHS indicates that NHS need, that the
responsibility must be drawn together in one person, at the
successive level of organization for various activities like
planning, implementation and controlling the performance.
o However, NHS is not in a condition of reconstructing the
organization and the organization believes that organization
can achieve much more only by making the existing
organization work in practice.
o Through leadership management and change management,
the strategic goals and objectives can be achieved.

Leadership in HULL University
Teaching Hospital NHS Trust
o Leadership is an dynamic approach of building relation between
collaborators and leaders which provides both the parties a morale
development and higher level of motivation as the leaders try to
provoke a real change in the organization
o Nowadays the organization believe in contemporary leadership,
contemporary leadership is the integration of transformational
leadership, authentic leadership and servant leadership.

o Earlier the structure of the organization was full of with
regulatory and bureaucratic obstacles that limit the extent of
leadership to flourish and stifle innovation in the
organization.
o However, concurrent changes to the way NHS leaders can
operate and they must achieve goals without any other
formal restructuring like:
o Considerable reduction, in regulatory and bureaucratic
obligations.

 A total new generation of clinical leaders was presented at
NHS.
o A reduction, in the total number of commissioning and
provider organizations, in order to maximize, the use of
scarce leadership resources.
o The organization has also developed a nine dimension of
Health Care Leadership Model has been constructed
through evidence based research model which reflects the
core values of the organization, what does the organization
knows about the effective leadership, what the organization
has learned from the Leadership Framework and lastly what
the communities and the patients are seeking from the
leaders.

There are many obstacles and challenges faced by all the
organizations. These challenges are not pre planned and comes
to the organization all of a sudden. Under those circumstances
the organization needs to make several changes in the policies,
procedures, daily activities as well as the short term goals.
 The overall change management has been done within the
organization by dividing it into three parts -
 1. Individual Change Management
 2. Organizational Change Management
 3. Enterprise Change Management Capability
Change Management in HULL

o Individual change management focuses on human
psychology and neuroscience in order to apply some
actionable frameworks to the employees for change.
o Organizational Change Management focuses on creating a
proper plan in order to ensure that the employees that have
been impacted because of the sudden change get the
required training, help, awareness and coaching for driving
the change successfully.

 Enterprise Change Management Capability result of change
management in enterprise is that the employees adapt to
changes smoothly and effectively, responses to the changes
in the market are also very quick, the organization can adapt
to strategic initiatives, adopt better and new technologies in
a smooth way with lesser impact in the overall productivity.

 ADKAR Model is one of the models formed by Prosci
for efficiently handing the change.
 The model is based on two basic foundations –
• It is the people who actually changes and not the
organization.
• Change is successful when the individual change is
equivalent to that of the organizational change.

 Lewin’s Change Model of change management that
consists of three phases –
• Unfreeze
• Change
• Freeze

Research Result
 The interview has helped in assessing the various kinds of
changes that can take place in the health care industries,
especially the hospitals. The changes that are being
observed are-
 Change into value based model of payments from fee for
services model.
 Introduction of various health related applications that helps
in contacting and conversing with the doctors by sitting
from home at any time.

 Changes in the insurance systems, whether children will be
covered under their parent’s insurance, who will be insured
and who will not be.
 There are also changes relate to the reimbursement policies,
consolidation policies, that has been observed from the
interviews.
 There are introduction of various health gadgets that can
help in tracking the pulse, heartbeat, sugar and pressure.
This is affecting the health care in terms of customer
footfall.