Name of student
Institutional affiliation
DNP 740 Assignments 4
How Change Fits in the Strategic Plan
The change needed at the organization involves the implementation of GDS in the identification of patients at risk of depression. Using GDS, the care providers are able to develop timely and appropriate intervention measures. Health care providers would achieve a higher rate of identification of depressed elderly patients, which is crucial to enhance the patient outcomes.
Change Agents
In the plan, the change agents are the medical practitioners such as the surgeons, the nurses, and the patients who all work under the coordination by the governments and other policy makers. The medical managers and team leaders in the health organizations need to provide the direction in pursuit of the goals set by the organization (Higgs & Dulewicz, 2016). In the introduction of the use of the new medical tool to assess depression in the elderly patients, the plan has to be discussed in the context of the medical programs of the organization. It is paramount to point out that the leadership strategy adopted by each manager in the organization has a lot of influence on the performance of the team. The leadership styles determine every aspect of the organizations including brand image as well as the perception of the quality of services offered at the institution by the patients and all other stakeholders. Therefore, the goals and attitudes about the change in the medical organization must be in tandem with the objectives of the organization (Eldredge et al 2016). During the communication and engagement with the stakeholders, personal and professional ethics must be adhered. Ideally, ethics enable communication to be conducted in a way that considers the role and responsibilities of each player in the implementation process (Heward, Hutchins, & Keleher, 2007).
Implementation of the Plan
The organization will come up with targets that are measurable within given periods. The strategy requires planning in an endeavor to align the the medical practice with current affairs. Whereas companies plan based on their functions, transformative leaders, especially in the medical field, should be open to explore avenues that can accelerate the desired outcomes (Kwahk & Lee, 2008). Additionally, there are bound to be distinct stakeholder differences that must be dealt with through commitment and communication in the implementation of the plan (Higgs & Dulewicz, 2016). However, this is only possible after stakeholders mapping has been done. Consequently, each group of the stakeholders must address each of these differences. The owners of the organization, who include investors, shareholders, agents, analysts, and rating agencies must be engaged and communicated to in a way that reflects their differences (Stone, 2006). The new plan can only be fully implemented after all the medical practitioners have been fully involved. The program needs to be embraced by all so that there is cooperation in the implementation process.
Effective Communication With Stakeholders
The differences among doctors, nurses, consumers, and administrators must be addressed. Their cultural differences must be dealt with so that the organization responds to the full range of diversity among the consumers. This would prove that the body recognizes the pivotal role clients play in the team. The organization must always engage and communicate in a way that captures the difference of the customers in line with their cultural differences. The legal differences must be addressed so that no legal issue is ignored. For example, medicine and equipment issues that could inform the need of legal tussles should be dealt with, at the earliest opportunity. The organization should expound how patients (elderly) should deal with any emerging ethical issues. Ultimately, the stakeholders should also be adequately addressed so that their concerns are properly addressed.
Eldredge, L. K. B., Markham, C. M., Kok, G., Ruiter, R. A., & Parcel, G. S. (2016). Planning health promotion programs: an intervention mapping approach. John Wiley & Sons.
Heward, S., Hutchins, C., & Keleher, H. (2007). Organizational change—key to capacity building and effective health promotion. Health Promotion International, 22(2), 170-178.
Higgs, M., & Dulewicz, V. (2016). Developments in leadership thinking. In Leading with Emotional Intelligence (pp. 75-103). Springer International Publishing.
Kwahk, K. Y., & Lee, J. N. (2008). The role of readiness for change in ERP implementation: Theoretical bases and empirical validation. Information & Management, 45(7), 474-481.
Stone, L. J. (2006). Limitations of cleaner production programmes as organisational change agents. II. Leadership, support, communication, involvement and programme design. Journal of Cleaner Production, 14(1), 15-30.