MMHA 6111 Week 11 Organizational Change Plan Paper Example

Change Plan: Consolidating Westside Imaging Into the Hospital Imaging Department

Student Name

Walden University

MMHA 6111: Leadership and Organizational Change

Instructor Name

Month Day, Year

Change Plan: Consolidating Westside Imaging Into the Hospital Imaging Department

Executive Summary

On June 30, Westside, the satellite outpatient imaging site in this composite system, will close, and its staff, patients and MRI scanner will join the hospital's imaging department. Every Westside employee keeps a job at the same pay and seniority. The change ends duplicated equipment, scheduling and on-call coverage, and roughly doubles outpatient MRI capacity. Three measures will judge it in the first ninety days: whether former Westside patients follow their care to the combined site, whether outpatient MRI waits fall from about twelve business days to under five and whether technologist overtime and access complaints stay near their baselines. All figures are illustrative.

Which Model Does Which Job

The plan uses three change models, each for a different job, as Table 1 shows.

Table 1

Model Map

Problem and Urgency

The two sites duplicate CT, MRI, scheduling, on-call coverage and radiologist worklists in ways staff see every week: an aging Westside CT that fails several times a year, a twelve-business-day outpatient MRI wait at the hospital alongside unused afternoon time on Westside's scanner and referring offices calling two numbers for one patient. The urgency rests on a date inside the organization: Westside's lease ends June 30 and required notice by December 31, so renewing would have locked in the duplication for five years and a $1.2 million CT replacement. The case states plainly that the change is not a staff reduction, not a cut in outpatient imaging and not a judgment on Westside's team, because Kotter's first step depends on urgency that people believe (Kotter, 2012).

Who Is Affected and Where Each Group Stalls

Using ADKAR's sequence of awareness, desire, knowledge, ability and reinforcement (Hiatt, 2006), the impact grid located each group's weakest element. Westside technologists are weakest on desire, because they lose a site they chose. Hospital technologists are weakest on awareness, because many see the change as Westside's alone. Schedulers are weakest on knowledge, because the merged template did not yet exist. Radiologists are weakest on reinforcement, and referring offices on awareness. Each later section is aimed at one of these gaps.

Communication

Each audience hears from someone it trusts, on a recurring rhythm, from January to the end of July: Westside and hospital technologists through Monday huddles led by their own leads, schedulers through a standing agenda item and then joint template sessions, radiologists and referring offices through the imaging medical director, with three letters and a call to each office. A monthly open forum serves everyone. A six-member guiding coalition carries the channels. Questions from any channel, including an anonymous box, are answered in writing within a week, because people raise concerns more readily when they feel safe doing so (Edmondson, 1999).

Implementation

The workplan runs in three phases. Prepare, April to mid-June, has schedulers from the two sites design one shared booking template, merges the on-call rotation, notifies referring offices and prepares the MRI site. Move, mid to late June, rebooks Westside's appointments, relocates the MRI under the vendor's supervision and decommissions Westside's other equipment. Stabilize, July, runs daily huddles and an issue log. The critical path runs through MRI site preparation and the merged template; the manager reviews both weekly. Its added effort, roughly 140 hours from schedulers, 60 from the two leads and the vendor's crew, is budgeted, and a two-week lease extension serves as a contingency (Project Management Institute, 2021).

Measurement

A ninety-day scorecard tracks adoption, whether former Westside patients and referring offices use the new arrangement; outcomes, MRI access and report turnaround; and balancing measures, overtime and access complaints. Each has a baseline from April to June, a target and a trigger for action, and each is plotted over time rather than read month by month (Provost & Murray, 2011).

Anchoring the Transition

Following Bridges' distinction between a change, which happens on a date, and a transition, which people go through over months (Bridges & Bridges, 2016), the plan marks Westside's ending with a closing gathering where the team chooses practices to carry forward; manages the neutral zone with paired technologists, a joint daily huddle and an interim scheduling lead; and marks a new beginning at the end of September with a name chosen by both teams. The practices Westside chose are written into procedures, and the scorecard's measures join the department's quality review.

Reconciliation Note

Joining the installments surfaced three contradictions, now resolved. First, the communication calendar had referring offices learning the new number in May, but the workplan updated order forms in April; the calendar now sends the first letter in April. Second, the scorecard's baseline period for overtime overlapped the prepare phase, when overtime would already be rising from template work; the baseline now uses January to March. Third, the anchoring plan's paired technologists required both leads' time in July, which the workplan had not counted; the resource ledger now includes it.

Leader's Reflection

At the start of the term, the manager's own assessment ranked encouraging the heart as the weakest of Kouzes and Posner's five practices (Kouzes & Posner, 2017), and the leadership questionnaire found recognition and the developmental half of individualized consideration rated lowest. The consolidation asks for exactly those behaviors. Westside's team must be recognized for what it is giving up, at the May huddle and the closing gathering. Its members must be developed, not rescued, through the neutral zone, which means letting the leads and the paired technologists solve problems the manager would once have solved alone. And the merged team needs a picture of where it is going. The plan writes each of these into a specific moment, so that the manager's development is not left to good intentions. If the consolidation succeeds, part of the evidence will be on the scorecard; the rest will be whether Westside's former staff, a year from now, say the change was made with their help rather than imposed on them.

References

Bridges, W., & Bridges, S. (2016). Managing transitions: Making the most of change (4th ed.). Da Capo Lifelong Books.

Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383. https://doi.org/10.2307/2666999

Hiatt, J. M. (2006). ADKAR: A model for change in business, government and our community. Prosci Learning Center Publications.

Kotter, J. P. (2012). Leading change. Harvard Business Review Press.

Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations (6th ed.). Wiley.

Project Management Institute. (2021). A guide to the project management body of knowledge (PMBOK guide) (7th ed.). Project Management Institute.

Provost, L. P., & Murray, S. K. (2011). The health care data guide: Learning from data for improvement. Jossey-Bass.