Congruence model for business is the change management tool utilized in the examination of the organization performances based on how it functions as a system. The use of Congruence model reveals that there are different inputs in Tufts/NEMC which need to be analyzed before the implementation of the proposed changes. From the organizational perspective, the inputs are those elements which affect the performance of Tufts/NEMC under a particular situation (Cawsey, Deszca, & Ingols, 2015). Human resources are one of the input elements at Tufts/NEMC. After assessing organizations mission, Zane embarks on evaluating the senior staff. She much appreciated the experience and expertise of people like Shottland and Deeb Salem, Tufts-NEMCs chief physician. Zane contends that other members of the workforce need to be replaced implying that their input has been insignificant to the organizations productivity.
The organizational culture of Tufts/NEMC is another input as identified by Congruence Model. According to Zane, the culture of Tufts-NEMC made it easier for her to effect change. Zane asserts that Tufts-NEMCs corporate culture is much warmer, much more collegial, and much more cooperative as compared to Harvard culture, where she previously worked. Leadership is also another input element affecting Tufts-NEMCs performance. Communication and outreach leadership strategy was applied during the companys crises. For example, Zane led a series of town meetings where she presented financial facts, specifics on new initiatives, and areas targeted for growth. This input plays a significant role when it comes to change implementation since it facilitates the process of sensitizing different stakeholders on the need of embracing the proposed change.
Identify the Multiple elements of the Problems and break down each of those Elements showing Casual Relationships.
It is a.pparent that Tufts-NEMC is undergoing multiple problems that have led to the calls for change in its operations. In the 1990s, it is was revealed that the organizations Medicare and Medicaid reimbursement was less than cost. There was also the merging of the Massachusetts insurance plans, leading to an increased power in the marketplace. Tufts-NEMCs 47 acquisition and mergers in the 1990s led to 19 acute care hospital closures and ten new major hospital systems. In 1991-1996, there was a 24% decline in hospital discharges and the average length of stay. In 2005, it was revealed that Tufts-NEMC could not perform to its anticipated levels due to years of merging and downsizing. The organization also continued facing difficulties in recruiting new doctors and nurses as well as an enduring Increasing bad debt due to uninsured and underinsured patient population increase. These challenges adversely affected the performance levels of Tufts-NEMC.
Separate and Categorize Key Elements into Manageable Components
It is apparent that Tufts-NEMC was facing multiple problems which can be separated and broken down into manageable components. Before the implementation of any change, these challenges need to be placed in appropriate categories to facilitate the process of addressing them. Financial problems are one of the critical element epitomizing Tufts-NEMC problems. Issues such as escalating costs and growing bad debts have jeopardized the financial position of Tufts-NEMC. Other factors contributing to the worsening financial problems at Tufts-NEMC include failed payments from insurance and over-expenditures. As an agent of change, Ellen Zane is supposed to address these concerns to facilitate the solving of financial woes which Tufts-NEMC is facing.
Staff problems is another crucial component that ought to be diagnosed when embarking on introducing the much-needed change in Tufts-NEMC. According to Zane, Shottland and Deeb Salem are the two physicians who are performing at the required levels. However, she acknowledges that the rest of the workers need to be replaced as a way of correcting the workforce-related issues that have hampered the productivity of Tufts-NEMC.
Assess the Needs of the Community as they relate to the Organization
Tufts-NEMCs community was in need of research and fundraising. After her arrival, Zane cultivated a close working relationship with Bacow and Michael Rosenblatt, the new dean of Tufts Medical School. She was part of the board of overseers for the medical school and worked to build joint initiatives in research and fundraising. The community is also in need of a good working relationship with the hospital. It is very famous in AMC cultures that Deans and hospital CEOs dont get along. There is usually a tremendous amount of tension. Tufts-NEMCs development of the joint fundraising plan with Tufts University will enable both parties to mend their previous frosty relationships. The proceeds from the fundraisings allow the organization to cater to the medical needs of the poor patients.
The community also needed excellent and variety of services. There was also the need of introducing community-based programs at Tufts-NEMC. Such initiatives will facilitate the provision of education in the community, ultimately improving health standard within a given region. This prompted Zane to explore various approaches that can enable Tufts-NEMC to differentiate itself in the marketplace. In the pursuit of achieving targeted performances standards, Tufts-NEMC embarked on the rebranding aw Tufts Medical Center in 2008. However, the organization kept the Floating Hospital for Children as a sub-brand under the Tufts Medical Center umbrella brand.
The community also needed opportunities to enhance the attainment of their socio-economic goals. Under Zanes administration, Tufts-NEMC created an environment which supported the creation of opportunities for the community. For example, her decision on Floating Hospital for the medical and educational academic mission paved the way for recruitment of more doctors. This implied improved service delivery to the community.
Analyze the five Approaches used to Heighten Awareness of the need for Change in an organization
After the identification of the necessity of change within a team, the management should apply the approaches outlined by Cawsey, Deszca, & Ingols (2015), which are vital in creating a heightened awareness regarding the significance of introducing the proposed changes. The first strategy involves the creation of a crisis or increasing recognition that there is the existence of emergency within an organization. Under such circumstance, change leaders are compelled to sensitize various stakeholders on the importance of embracing the earmarked changes in the operation of a group (Cawsey, Deszca, & Ingols, 2015). The second strategy is to pinpoint a transformational vision which plays a critical role in creating dissatisfaction with the status of quo present in an organization. This will ensure different parties in an institution get out of their comfort zones and explore new ways that can improve an entity.
The third approach involves identification of a transformational leader who will facilitate the process of creating awareness on the need of change thus providing the much-needed vision. The fourth strategy is focusing on the common goal. Having identified the reasons for the change, strategic leadership should remain consistent in the message they deliver to the stakeholders as part of heightening the awareness of change (Cawsey, Deszca, & Ingols, 2015). The fifth approach revolves around the creation of dissatisfaction with the status of quo through the provision of education and vital information that help individuals to be exposed to superior practices.
Synthesize your understanding of these Approaches with the Case Study
The approaches of heightening the awareness on the need for change in the organization as suggested by Cawsey, Deszca, & Ingols (2015) are relevant to the change process that was implemented under Zanes leadership. The arrival of Zane in Tufts-NEMC coincided with the organizations push for changes in its operations. In 2004, Zane acknowledged that the team was in managerial crises as asserted by multiple problems it was facing. As a way of salvaging its position, Tufts-NEMC had to start creating awareness amongst its different ranks regarding the need of adopting the proposed changes.
Tufts-NEMC had also identified a transformational vision, which targeted at overlooking the current status of quo in the organization. In 2004, Zane, Shottland, and BDC initiated the second round of cost-cutting and efficiency plans designed to improve Tufts-NEMCs processes. It was called the Agenda for Change. Along with enhancing the reimbursements. The latter half of 2004 Joelson and Schottland, along with the vice president of human resources, and the director of business planning, developed a restructuring plan. The plan created eight product lines that were mostly business lines: cardiac, cancer, surgery, general medicine, transplant, OB/GYN, pediatrics, psychiatry, and neurosciences. Every service in the hospital was included in one of these product lines. This was different from the past when some services were left out of the product lines. This is an indication that Tufts-NEMC had a precise plan which is vital when selling the agenda of change. In Zane, Tufts-NEMC had found a transformational leader whose ideas were crucial in the implementation of the proposed changes.
Explain how the Organization challenged the Status of Quo or Created a Sense of Crisis to Prepare the Organization Change
Tufts-NEMC utilized different strategies in heightening the awareness of the need for change in the organization. Some of these approaches included challenging of the status of quo. Under the transformational leadership of Ellen Zane, various changes were introduced which targeted at changing the existing state of affairs in the organization. Staff changes are one of the ways the status of quo was challenged. Apart from the two physicians (Shottland and Deeb Salem), Zane felt that the rest of the staff members had to be replaced. Within two weeks she replaced the senior vice president of strategy with Deborah Joelson, a network-building expert who Zane recruited from Partners; and the vice president of fundraising and development with Deb Taft, who had been hugely successful at the Dana Farber/Jimmy Fund. Overall, Zane replaced seven members, representing half of the senior management team.
Changes in the contract negotiations is another way the status of quo was challenged. The hospital had just completed a round of contract negotiations with insurers when Zane joined Tufts-NEMC. Zane compelled the insurance company to increase the rates on the major health plans. According to Zane, the improvements in the contracts were critical to the financial stability of the hospital.
Identify how Organization energized and motivated others to get on board with the change.
Tufts-NEMC applied different tactics in keeping the stakeholders energized and motivated on board with the change. The organization explained the change initiatives and plans, based on its relevance and meaning. Ellen Zane assumed the role of implementing the proposed changes in the team. She utilized her excellent communication abilities to convince the parties involved to back the proposed plans. It is reported that she was somehow able to be fully transparent about what was going on and have people appreciate that she was honest with them about the situation.
Presentation of the facts regarding the state of operations in the organization enabled people to embrace the proposed changes. For instance, Zane led a series of town meetings where she presented financial facts, specifics on ne...
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