Victoria Hospital
If it were to continue in its noble role of providing healthcare to the community, there were urgent changes that needed to be adopted as far as Victoria Hospital was concerned. This was the same view held by the chief executive officer of the hospital, Dr. Linden Frelick. In this text, I discuss Dr. Linden Frelick’s approach to Victoria Hospital restructure in-terms of the model for managing change as well as Theory E and Theory O.
A discussion
It is important to note that Dr. Linden first recognized the need for change and identified the specific areas in which change was needed. For instance, he came to the realization that the issue of reduced resources was becoming tricky for conventional hospitals to respond to and he was certain that it was just a matter of time before more economic constraints were imposed by the government. He thus recognized the need to bring down costs, enhance the quality of patient care as well as ensure that the full potential of employees was utilized.
However, it is important to note that Dr. Linden failed in one aspect of change management; he failed to seek support (in the first stages) of all the stakeholders across the organization including but not limited to various professionals, nurses, doctors, hospital administration as well as the board of directors. It is important to note that be Dr. Linden involving all those who would in one way or the other be involved in the implementation of change, he would have avoided instances of sabotage which can frustrate efforts of change.
Sabotage is a manifestation of resistance to change where the various concerns of individuals are not taken into consideration when formulating the various change implementation tenets. In this scenario therefore, what Dr. Linden did was simply seek consultation across the organization but those with whom he held consultation were not incorporated into the process of change. This is the main reason why the January 1995 restructuring vision he presented had a false start in the first place.
Further, according to Carnall (2007), no chance process can be effectively managed without first creating the need for change. This means that each and every individual within the organization must recognize the need for change and the urgency for which change must be undertaken. In this case, Dr. Linden went a long way to ensure that through the consultations he held with hospital workers, professionals, physicians as well as vice presidents and board members; everybody understood the need for change and the importance of the same given the issues the hospital had to deal with.
Here, Dr. Linden came up with a message that was largely compelling on why change was not only necessary but urgent. However, I feel that Dr. Linden could have communicated his change vision more appropriately. This could have been through holding conferences for all those whose input would be vital for the change process. Dr. Linden could also have entrenched the change process by effectively managing the various doubts that existed in regard to change.
Conclusion
In conclusion, it can be noted that change management is a very important for any meaningful change realization to take place. This is more so the case for Victoria Hospital. It therefore follows that the effective management of change process would go a long way to anchor change into the culture of the Hospital.
References
Carnall, C.A. (2007). Managing change in organizations. Financial Times Prentice Hall
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