impede change because they push participants in the opposite direction.” (Sullivan, 2017, p. 63) To make the change successful, Lewin’s theory will be the most effective in implementation. It involves a three-step process: unfreezing, moving, and refreezing.
Organizational Leadership 11 The unfreezing step includes identifying what restraining forces may impede the change. In this instance, long term employees may resist changes in the orientation process. The attitude of “we’ve always done it this way” may prevail and cause resistance to change. There may also be a lack of enthusiasm by senior leadership for concern of negative stories that may be told to new co-workers if the session is not transcripted. Driving forces will also need to be identified. These include the lack of connection to the patient centered care model without the patient welcome. When the new co-workers are introduced to the patient connection at orientation, they will also experience a “buy-in” for the care model, which in turn will produce a better-quality care for the patient base. This will increase revenue due to patient satisfaction scores improving and the hospital receiving a greater portion of payment from the CMS quality initiatives. Another driving force will be the positive publicity. This will increase pride in the community for their local health care facility, which could potential cause more people to use the Mercy system. This would also generate income. The Lewin change theory would be implemented in these three steps: The first step, unfreezing, would start the change process by presenting the idea to senior leadership for buy-in. The second step, moving, will implement a patient or family member presence in new co-worker orientation to present a welcome and personal anecdote. The last step, the third one, refreezing, will occur after the change has been implemented and evaluating the outcome starts. Financial Implications A cost-benefit analysis for the volunteer speaker program will be established by the committee to show the positive implications of the effort. The actual costs for the program will include the advertising fees to recruit speakers. The salary monies spent towards the program will be that of the volunteer coordinator for the hours training the speakers to teach a positive
Organizational Leadership 12 scripting expectation and to also meet regulatory guidelines, such as HIPPA. These would be minimal, no more than 4 hours per month. The benefit of the program will show that when new co-workers have a “buy-in” point to the facility’s vision and mission statements patient satisfaction scores will improve, thereby increasing reimbursement monies from CMS at the end of the fiscal year. The budgeting process for adding a volunteer to the new co-worker orientation process will involve a new cost center to be developed in the Human Resources department budget. The cost center will operate on a program budget line. The sunk costs include advertising to recruit volunteers to speak, which is a non-recoverable cost, according to Roussel (2016, p. 181). Since the speakers will be volunteers, there will be no actual salary monies for them in the budget.
- Spring '16
- Health care provider