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Essay / Research Paper Abstract
An 8 page paper outlining an approach to a planned technological change at a home health agency in which information flows in real time throughout the organization. The change model selected is Lewin's unfreeze-change-freeze progression through incremental change. The overall change initiative and the end result that it seeks to provide clear benefit to all involved with HHH, either as an employee or as a customer. Resistance should be lessened with greater nurse involvement with the change process, even if that involvement extends only to asking their opinions along the way. Bibliography lists 9 sources.
Page Count:
8 pages (~225 words per page)
File: CC6_KSmgmtChgSel.rtf
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Unformatted sample text from the term paper:
The change proposed for the HHH home health agency is that visiting nurses be equipped with laptop computers for two primary purposes: enhancing patient education and implementing changes in real
time while updating patient records on the same schedule. Administrative changes will add a degree of automation to the business and its record-keeping it has not been able to
benefit from in the past. Higgs and Rowland (2005) caution that perhaps 70 percent of change initiatives fail, yet nearly-continuous change is necessary
in many of todays leading industries. Constant change normally is not required in the delivery of health care, but the technology associated with it changes at a rapid pace.
Not all of those changes can be incorporated into the home health model of health care delivery, but some of the most beneficial ones can and should become part
of the visiting nurses daily routine. Continuum Placement The changes proposed for HHH are not temporary at all and cannot be described as
being short-term changes. The technological changes may be short term in that technology changes at such a rapid pace and other tools may be available and desirable in the
future, but the business process changes that current technology will facilitate is ongoing and permanent. The proposed changes for HHH absolutely rest at the far end of the continuum
containing long-term changes. Scale is a relative matter. For a larger business, the proposed changes would be small scale in that they
directly involve such a small number of people - nine visiting nurses and one administrator. At HHH, that number represents 100 percent of the employees of the company; the
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