Change Initiative: Creating Vision for Consulate Health Care
My role is Director of Nursing for a Skilled Nursing Facility, following is a description of the assignment:
In a written paper of 1,250-1,500 words, evaluate the current forces driving change in your field or industry. As a leader, or considering the role of a leader, assess your organization and evaluate how well it is responding to the forces, and identify where there is a need for change. Develop a vision to inspire this change. Include the following:
Describe your organization, include the organization's mission, and identify the various stakeholders.
Identify the external and internal forces that drive organizational change in your field or industry. Explain the origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.
Choose one of the driving forces. Describe the specific issues this driving force creates, or will potentially create, for your organization or department.
Propose the steps needed for your organization or department to respond to this driving force.
Predict how employees at various levels in the organization will respond to your proposed change initiative.
Develop a vision for change. Describe how this vision correlates with the organization's mission, and how you will present this vision to internal stakeholders.
Predict how you think your vision will assist internal stakeholders in supporting the change initiative. Identify potential considerations posed by stakeholders, and discuss how you will respond.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.
Change Initiative: Creating Vision
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Change Initiative: Creating Vision
This report discusses Consulate Health Care operations, mission, and stakeholders, internal and external forces driving organizational change in healthcare, reasons for internal or external driving forces and their impact on organizational viability, government regulation on healthcare, and specific issues it will create my organization. The paper also includes steps needed for the organization to respond to the government policy on healthcare, employees’ anticipated response to the proposed change initiative, the change vision and how it correlates to the organization’s mission and presentation to internal stakeholders, as well as the value of my vision to stakeholders, potential considerations, and response.
Organization, Mission, and Stakeholders
I am the Nursing Director at the Consulate Health Care – a premier national provider of senior medical care services specializing in post-acute care. The organization’s services include skilled nursing, long-term care, Alzheimer’s and Dementia care, comprehensive rehab, as well as assisted and independent living (Consulate Health Care, 2021a). As care ambassadors, our mission is “Providing Service with Our Hearts and Hands.” In that way, we have a significant responsibility to consumers who entrust us with their wellbeing and health or the care of their loved ones. Our capacity to achieve the mission is anchored on core values, including compassion, respect, integrity, passion, and honesty (Consulate Health Care, 2021b). The healthcare organization operates within the community’s context of the political and socioeconomic framework. The stakeholders are categorized into three classifications: external [e.g., patients, suppliers, and the financial community], interface [e.g., organization’s board of trustees and medical staff], and the internal [e.g., the organization’s management, nonprofessional and professional staff] (Kaur & Victoria, 2017).
Internal and External Forces Driving Organizational Change in Healthcare
A plethora of forces impacts the delivery of medical care services. Both external and internal forces affect individual and populace health outcomes. Healthcare providers that comprehend these forces are inclined to assist patients in navigating the healthcare industry and managing chronic and acute diseases. Internal forces constitute environmental elements in which medical care services are offered and the resources needed to provide the services. Internal factors driving organizational change at Consulate Health Care include leadership styles, the chain of command, quality control, and information sharing processes. Other internal forces are the corporate culture and its leadership policies. On the other hand, internal factors are fundamental structural elements, including diversity of provided services, ownership, government structure, and regulations. As the government’s role in healthcare delivery is scaled up, it has emerged as a critical external force in medical care delivery in the US. As healthcare delivery becomes increasingly innovative, stakeholders’ influences and expectations will significantly impact organizational operations (Eller, 2020). Another key driving force is technology as a patient expect it to be incorporated seamlessly into the healthcare experience to ensure they fully participate in their care processes (Quirk, 2018).
Reasons for Internal or External Driving Forces and their Impact on Organizational Viability
Internal forces such as organizational structure emanate from the need to control the facility’s activities to attain its mission. These include rules, responsibilities, and roles of different human resources. The organizational culture derives from diverse beliefs, assumptions, norms, and values embraced by the facility to ensure mission attainment (Heeringa et al., 2020). External forces emanate from organizational leaders’ need to be conscious of outside factors affecting the facility’s ability to deliver quality care and treatment services. For example, the healthcare facility should be mindful of technological improvements within care delivery. In that way, the organization stays competitive as the healthcare professionals are equipped with competencies aligned to emergent technologies and current practice environments (Barrett et al., 2019). Turning around and stabilizing one skilled nursing facility could take a great deal of resources and time for any particular provider. However, understanding both the internal and external forces enhanced Consulate viability by trimming its branch portfolio and focusing on its key segments, embarking on novel partnerships for clinical paradigms and data capabilities, as well as using technological tools to forge towards the future of competent practice within the emergent reimbursement landscape. In addition, understanding internal and external forces enhance Consulate viability by overcoming overwhelming challenges in both regulatory and financial capabilities (Flynn, 2019).
Selected Driving Force and Specific Issues it will Create for my organization
Government regulation remains a key driving force for Consulate operations today and in the future. As the US government transforms from fee-for-service (FFS) to value-based payment (VBP) for medical care, it is increasingly crucial for healthcare organizations to learn how to succeed with the bundled payments. Within this new paradigm, healthcare providers will be more financially accountable compared to how they are with the current FFS system for the total cost of a client’s treatment as well as recovery, and they could be utilized for primary, acute, or chronic-care (Haas & Chang, 2021). For Consulate Health Care, the compulsory bundled payment model would create the need for more collaborations as the feasible approach to succeed as well as drive volumes (Marselas, 2021). At Florida-based Consulate Health Care, organizational leaders are anticipating that the model would accelerate the current pattern of caring for clients with medically complex needs as healthcare facilities work harder to mitigate their acute-care expenditures (Marselas, 2021). As a director of nursing, I believe establishing effective partnerships constitute...