Change Culture and Improvement in the Healthcare Sector
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Change Culture and Improvement in the Healthcare Sector
Undeniably, change imposed within any organizational framework tends to pose a variation of implications depending on resistance from occupants of the affected environment. The same notion also applies for the healthcare setting. Averting negative ramifications associated with the implementation of change requires the employment of a culture of change. In fact, the development of a culture of change within a healthcare institution is imperative towards the improvement of the quality of services that the respective organization avails to its clientele. Nonetheless, the establishment of the aforementioned culture requires the consumption of crucial resources, which normally comprise dedication, energy, time, and other facets such as finances. Accordingly, the incorporation of resources asserted above can be significantly imperative in placing the staff within the attitude of a revolutionary process enhancement (Ransom, 2005). The implementation of clinical identifiers, establishment of best practices, gauging as well as interpretation of variations require the application of significant effort, which will be capable of developing and maintaining a context favorable towards the achievement of initiatives present in quality improvement(Ransom, 2005). Additionally, complex models for needs for agents of change and the improvement of quality are present within a healthcare organization. As such, altering a single process may not lead to the desired outcomes regarding quality improvement, particularly across the respective organization. Whereas the size and complex nature of an organization may result in the development of geographic, operational, and other limiting factors to success, it is still imperative to note that large frameworks and small activities come across intricate challenges in order to ensure the creation of a change culture (Ransom, 2005). Therefore, the successful implementation of evolutionary and incremental changes across groups as well as systems facilitates the worth of novel procedures that may eventually influence the occurrence of revolutionary changes, which enhance the clientele.
References
Ransom, S. B. (2005). The healthcare quality book: Vision, strategy, and tools. Chicago, Ill: Health Administration Press.