WEEK FOUR DISCUSSION ONE REPLIES
1. Respond to at least TWO peers with EACH question. Peer posts must be thoughtful, insightful and rich in content.
2. 150 word minimum.
3. You are not required to use references.
Change is inevitable in every organization. Managers are responsible for implementing changes that organizational leaders mandate. How a manger does this is unique to the style of each manager individually. While everyone may have their own style, our text list out the process in how, “managers deal with change when they perform the five management functions: planning, organizing, staffing, leading, and controlling.” (Olden, 2019) As this class and for me in life, shot gunning a change only leads to discord, confusion, mistakes, and more. It is our responsibility to truthfully lead people through changes. Any person can direct another to do something. Being able to guide and mentor through is another. Leaders have to be prepared to answer questions about any changes that are being made. When people are equipped with the correct knowledge of what, why, who, where, and when things tend to roll smoothly. When left guessing and unsure as to where or what the finish line looks like, they will tend to derail or veer off path. We must maintain course but again, the easiest way is by assisting in these changes. No one enjoyed their parent telling them as a child and especially as a teenager, “because I said so.” We asked questions and would find this in response and our drive to complete what was being said diminished in half. While now we are older and understand why our parents may have said this phrase, it does not work in an environment such as work. In an article on Forbes, Dr. Bower goes over some attributes that can contribute to assisting in changes. Those that stood out were authenticity, visibility, and measurable. Authenticity because what she explains is, “people don’t trust what they don’t understand.” (Brower, 2021) Think again to leaders in our own past. I know I have had those do as I say not as I do leaders. That is not being authentic. She goes to explain that hiding your emotions to a change is not beneficial, be honest and share with your employees (within reason) so that they understand what the change is and why. Being visible is huge. Absent leaders are not leading. This does not mean micromanage, but you should be available to your staff. Take time for yourself but you are there for them to ensure the job is completed. Last is measurable. For this I think change is good but if unchecked or not measured is useless. A change should be evaluated for positive and negative outcomes. Otherwise, why is a change being implemented? Busy work detracts from actual work.
Brower, T. (2021, January 17). Leading Change: 10 Ways Great Leaders Make Change Happen. Retrieved from Forbes: https://www.forbes.com/sites/tracybrower/2021/01/17/leading-change-10-ways-great-leaders-make-change-happen/?sh=4b9b06944864
Olden, P. (2019). Management of Healthcare Organizations: An Introduction, 3rd Edition. Chicago: Health Administration Press.
Organizations are constantly changing due to technological advancement, discovering new treatments, political reforms, and policy initiatives. Managing change is about handling the complexity of the process. It is about planning, evaluating, implementing operations and strategies, and ensuring that the change is beneficial and relevant.
An effective change in an organization has been characterized as unfreezing old behaviors, introducing new ones, and re-freezing them. Changes are continuous as we evaluate the current process and improve them. Bringing about change takes time and requires the commitment of time on the part of the manager (Al-bri, 2007). When managing change, the first step is to unfreeze the current plan. Knowing why change is needed is essential as clearly defining what will change. Make room for new ideas and let the employees or staff know why change is necessary. It is also beneficial to hear from the team members about ideas or concerns during the planning phase. The second step is to apply the current plan to the operation with new methods, techniques, structure, and policies. Let the team members practice the new way and implement training or tools to increase efficiency. It is practical to set control of mechanisms to measure the new performance. This allows the organization to gauge if the new method is efficient and implement changes if necessary. The third step is to re-freeze the new plan in place. As the current process is operating well and functioning toward the established goal, keeping it without changing is necessary. There might be a need to reassess the plan to see the efficiency or if some employees are struggling with the new behavior. Naturally, employees will struggle to change their behavior as they are used to their daily routines. Usually, behavior change takes time, but as long as the employee keeps practicing the new behavior, it will settle into their habit.
People are not blamed for failure; the culture encourages them to learn from their failures (Olden, 2023). Leaders should not be quick to blame employees for not adapting to the new process. They need to give them a chance and provide adequate employee training. Managers must enforce the new plan and remind the employees of it. Otherwise, people may drift back to the old ways.
Al-Abri, R. (2007, October). Managing change in Healthcare. Oman medical journal. Retrieved January 24, 2023, from
OLDEN, P. E. T. E. R. C. (2023). Management of Healthcare Organizations: An Introduction. ACHE MANAGEMENT.
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