Change Management in Health Informatics Flashcards
can influence the way dynamic business tasks are led, including the computerization of a particular business segment.
Operational changes
occur when the business direction, in relation to its vision, mission, and philosophy, is altered. For instance, changing the business technique from business growth to increasing market share in the overall industry is a case of strategic change.
Strategic changes
influence the internal organizational culture, for example, the way the business is conducted, such as actualizing a CQI (continuous quality improvement) framework.
Cultural changes
in human resources occur primarily due to political reasons of varying types, commonly changes that happen on top patronage levels in the government agencies.
Political changes
tend to have the highest impacts on the lower organizational levels, because the frontline employees are mostly affected.
operational changes
Employees working at the upper-levels might be
indifferent as to the changes, which may cause significant distress to those attempting
implementation of change.
is more strongly felt on the higher levels of the
organization. When change occurs relatively in a bureaucratic organization, those working on the bottom level often notice the change at the top (Lorenzi & Riley, 2000).
political changes
have varying degrees of impact on both the
organization, and in effect, its clientele.
organizational changes
proposed by the universally recognized
founder of social psychology in the 1950s. It is still highly relevant today and often used as the basis for
many change management strategies.
Kurt Lewin’s three-step “Unfreeze-Change-Refreeze” model,
an acronym for a strategy that encompasses: “Awareness of the business reasons for change; Desire to engage and participate in the change; Knowledge about how to change, Ability to implement change, and Reinforcement to ensure change sticks”.
Proski’s ADKAR® Model:
developed by Harvard Business School’s John Kotter, focuses on efficient and effective change management in a competitive world. Highlights include building a strong, collaborative team and a solid strategy; creating effective communication channels; supporting staff empowerment; using a phased and steady approach; and securing the change within an organization’s culture (QuickBase, 2017).
Kotter’s 8-Step Model of Change,
is a series of tools, techniques and processes aimed at successfully effecting change. These tools and techniques can be implemented in a variety of contexts, but often they support the application of other initiatives such as Six Sigma, CRM, Total Quality Management or enterprise applications such as SAP.
Change management
Downey (2008) describes common tools and techniques that a change management practitioner might use during a change initiative, which include:
- Questioning skills to gather information about the ‘as is’ and ‘to be’ status of the business process
- Process mapping for both ‘as is’ and ‘to be’ processes
- Gap analysis
- Business case development
- Project management
- Problem solving
- Requirements elicitation techniques
- Negotiation skills.
These KPIs might include:
- Reducing rework by x%
- Improvement in stakeholder satisfaction, for example, customer/employee surveys
- Reduced time to market
- Enhanced speed of delivery
- The return on investment, that is, the total cost to implement the initiative versus total savings gained from the initiative per period.
that is, the total cost to implement the initiative versus total savings gained from the initiative per period.
return on investment
