Abstract
The purpose of this chapter is to drive successful change through a strategic five-steps model. Though change is hard to manage, effective application of the five-steps model could be a breakthrough to the change management practitioners and experts. An original conceptual framework has been developed in this research and tested empirically using the collected data. Different kinds of statistical test have been used for analysing collected data with the assistance of the computer software SPSS. The chapter provides insight about a way to drive successful change management. It also suggests that communication is the key to manage change, intensity of resistance depends on the culture, resistance is inevitable, and effectively managing it helps to explore alternative ideas. Also, this chapter fulfils a global need on how to drive successful change in the healthcare organisations.
TopIntroduction
Change management is ubiquitous, robust, and problematic to predict and often full of puzzled (Hiatt, 2018; Stacey, 2016). Fullan (2013) change is an unknown destination. Bourne and Bourne (2016) change is an everyday phenomenon in the organisational life, and it affects both the change agents and employees. It is an unknown journey and very tough to predict what would be the outcome of any initiative. However, the literature of change management described that for determining the appropriate strategies for the change management implementation, it is necessary to understand the nature of the change management and change management context where the employees work (Stacey, 2016; Fullan, 2013; Kotter, 2016; Hiatt and Creasey, 2018; Blake and Bush, 2017).
This research conducted to the private sector healthcare organisations in Bangladesh. At this moment, the healthcare organisations in Bangladesh are facing severe challenges. One of the challenges is the rapid escalation of healthcare costs and declining return, which has severe consequences for healthcare organisations sustainability. The big issue is the rapid decline on the total number of the healthcare patients, generally people of Bangladesh cannot trust the services of the private sector healthcare organisations. As a result, most of the patients in Bangladesh have a better choice to move abroad for their treatment. Major challenge for the healthcare organisations in the Bangladesh context, is that healthcare organisation’s existing workplace culture is individualistic and is driven by the silo-mentality, which hinders change management successful implementation. To tackle the above-mentioned challenges, the researcher developed a strategic five-steps model to drive the successful change in the healthcare organisations.
Key Terms in this Chapter
Strategic Five-Steps Model: The strategic five steps model is developed by the researcher as an original contribution to knowledge in this research and it is the first empirical work that blended the ideas from the two major change management models, Kotter’s eight steps model and Prosci’s ADKAR model to assess the awareness and understanding of the key stakeholders about the change related issues from holistic modus.
Change Communication: The truth is nothing would be changed without effective communication. The change communication is much deeper and important component of the successful change management strategy. It works as a vital step to organize all the stakeholders to move together to implement successful change. A consistent flow of information, holding all key stakeholders together and continuous observing of the feedback, the change communication supports people to be more pleasant as they move to the new state of the future.
Change Management: Change is ubiquitous, robust, and problematic and often effectively management of change can be a breakthrough of the present-day organisations. Change is an unknown journey and it’s an everyday phenomenon in the personal and corporate life. It is often called a structured side of change that involve people and organisation to achieve desire outcome.
Healthcare Management: Due to COVID-19, healthcare management became one of the buzz words in the present-day organisations. To effectively management of the healthcare, knowledge and experience of change management is important. All healthcare organisations whether it is private or public, effectively management of it depends on the success or failure.
Culture Change: Culture change is a process that an organisation inspires and encourages its employees to adopt a behaviour that is consistent with the organisation’s values. Culture change is one of the tough and challenging work for the organisational leadership, because people values and beliefs sometimes so ingrained that it became almost impossible to change their perception and behaviour.
Organisational Change: Literally every organisation needs change to remain viable. Organisation change to me is an action which alters major components of a business or an organisation. The organisational change could be culture change or structure change. The culture change includes long-held beliefs and values change, internal working patterns change. On the other hand, structural change means internal and external major reorganisations of a company or organisation.
Resistance Management: Resistance is inevitable and ever-present for any change management initiative. It is an emotional reaction of uncertainty and fear of change. The resistance management is hard but providing enough support and effective communication can solve the resistance from the employee side. A lack of resistance management impacted employees might never cooperate the change process and might never reach their desire state-which can be dangerous for the organisations.