Healthcare System Improvement Project: A Case Study

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Acknowledgements
Source Poster design adapted from NSW Department
of Health Centre for Healthcare Redesign
Conclusion
It can be concludes that it is important to
identify the issues prevailing in the
organsiation before the organization faces
some serious crisis. The identification of
issues will help the organsiation to manage
the required changes that can resolve the
issues. The organsiation must have the
capability to decide the suitable tool for
implementing necessary changes in the
business.
Aim of Project
The main aim of this project is to
understand the importance of change
management and successfully implement
the necessary changes by using suitable
change management tool the neurology
department so that the issues can be
resolved and the department can have
revived operations.
Introduction
The case is related with the crisis faced by the
neurology department. The neurology department
is facing various issues relating to the changes
taking place in the internal and external
environment. Increasing financial crisis and new
regulations laid by the government has limited
the working capabilities of the department which
is leading to losses to the neurology department.
There is a need to upgrade the techniques used by
the department. The there are several factors that
contributes to the negative impacts of the crisis
like the shortage of staff members, limited
physical resources and shortage of time. There is
need to implement some necessary changes in the
operations of the department so that all the
stakeholders can be benefitted.
Method
As the case suggests that there are problems in the current
operations of the neurology department, there is a need to
apply the suitable change management tool to resolve the
issues.
The suitable tool that can be used to overcome this negative
situation and implement successful change in the neurology
department is the Lewin’s model of change management.
• As there are conflicting views of the managers and the
clinicians, by effective communication, the conflicts can be
resolved.
• The operations can be altered as the physical resources can
be increased like the extra beds can be organized.
• Training of the existing staff members and employment of
new staff can be done to overcome lack of staff members.
• The efficacy of the operating theatres can be increased. All
these changes can be implemented and then refreeze in the
department.
• Effective communication methods can be established in the
department so that there is no information overload and no
ignorance by the employees.
• The implementation of all such changes in the department
can resolve the conflicts between the managers and the
clinicians.
Results
The results after the successful
implementation of change management are
as follows:
•Acquisition of new physical resources.
•Optimum utilization of existing resources.
•Resolution of conflicts between the
clinicians and managers.
•Bringing back of works from the private
hospitals.
•Regular flow of relevant information and
there is no ignorance by the staff members.
•Expansion of in-house expertise and
efficacy.
Stakeholder’s analysis
The key stakeholders in this case are:
•Patients
•Clinicians
•Managers
•Staff
Change Management in Dynamic Healthcare Systems
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References
Della T. E., and Luca S., (2013). High-performance Work
Systems and the Change Management Process in Medium-sized
Firms. The International Journal of Human Resource
Management 24.13. 2583-607.
Fickenscher, K., and Bakerman, M., (2011). Change
Management in Health Care IT.(IT Insights). Physician
Executive 37.2. 64-7.