b Literature Kotter John P Leading change Harvard Business Press 1996 Bridges

B literature kotter john p leading change harvard

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b. Literature: Kotter, John P. Leading change. Harvard Business Press, 1996. Bridges, William. Managing transitions: Making the most of change. Da Capo Press, 2009. Scott, W. Richard. Institutional change and healthcare organizations: From professional dominance to managed care. University of Chicago Press, 2000. Gill, Roger. "Change management--or change leadership?" Journal of Change Management 3.4 (2002): 307-318. Grol, Richard, and Jeremy Grimshaw. "From best evidence to best practice: effective implementation of change in patients' care." The Lancet 362.9391 (2003): 1225-1230. Is an overview of present knowledge about initiatives to changing medical practice ”. Anderson, Dean, and Linda Ackerman Anderson. Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley & Sons, 2010. c. Example: Change management means that in order for a change to occur as intended, and for it to be sustained, it must be done in a rational and structured way more than just project management to track the schedule. By including the basic ideas of change management in the execution of a change, the effort is much more likely to meet with success. Some of these ideas that are not always used in healthcare or research are: Assign a Change Management Coordinator, particularly if the change is relatively large. Select system owners for each of the areas affected, such as radiology, pharmacy, accounting, etc. Also, be sure to involve all functional areas affected by the change. Set a weekly schedule to review progress against established milestones.
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Page 18 Draft 5. 5.2016 Make sure that all areas are fully committed and not limiting the responsibility to just management, just nursing, or just IT, etc. d. Steps: 1) Recognize and identify the changes in the broader business and social environment 2) Determine the steps or stages of change. 3) Develop the necessary adjustments for the company’s needs and prepare for the changes including the roles for those involved in the change 4) Train employees on the appropriate changes 5) Win the support of employees with the persuasiveness regarding the appropriate adjustments and train accordingly 6) Make the changes in an organized controlled way, such as the incremental PDSA process, and be sure to consider appropriate rewards for those involved 7) Monitor the effects and details of the change to assure that it is complete and will be sustained The concept of change management may seem simple but successful and sustained change is extremely difficult, particularly in the complex healthcare setting. By developing a good change management plan, success is more likely to occur. 7. Checklists a. Definition: The idea of a checklist is a rather simple and obvious tool. However, critical quality steps are sometimes overlooked without one in use. Many healthcare functions, such as preparation for surgery and emergency department care, benefit from a checklist which makes explicit the requirements for quality results. A good checklist assures work has been done correctly and completely. It is an important ingredient for other methods in this handbook when improvements
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