Case Study: Leading Organisational Change: Improving Hospital Performance
MSc in Health Care Management 2011
Royal College of Surgeons in Ireland, Dublin.
Module 1
Student ID: 11110201
Date: 14.11.2011
Word Count: 2990
Managing People and Organisations
Assignment:
Case Study: Leading Organisational Change: Improving Hospital Performance
•
Critically discuss the sources of resistance encountered by Tracey Burns and her team? Support your discussion with evidence-based literature.
•
Explore the approaches they used to manage the resistance and critically evaluate the effectiveness of those approaches, drawing on your learning from the module and key literature sources.
2
CONTENTS
Topic
Page No.
Introduction
4
Resistance to change
5
Need for change
6
Sources of resistance encountered by Tracy Burns
7
Distorted perception, interpretation and vague strategic priorities
7
Low motivation
9
Lack of creative response
10
Political & cultural deadlocks
13
Other sources
14
Resisting the resistance
14
Conclusion
16
References
18
Appendix I
21
Appendix II
23
Appendix III
25
3
“Few will have the greatness to bend history itself; but each of us can work
to change a small portion of events, and in the total; of all those acts,
will be written the history of this generation”
(Robert F. Kennedy)
INTRODUCTION
With the rapid sequence of events around us, it can be difficult to keep pace. It can sometimes make you shy away and force you to cage yourselves in your shells. Majority of us feel happy with status quo and don’t want CHANGE. Change is frightening because it’s unseen. Present is tested and moulded well. But nothing stays forever. Present becomes the past and future has to be embraced or else you become history. This holds true for individuals as well as organisations.
Although the time scale has been the same, yet it feels that past fifty years have perhaps been the “fastest span”
Royal College of Surgeons in Ireland, Dublin.
Module 1
Student ID: 11110201
Date: 14.11.2011
Word Count: 2990
Managing People and Organisations
Assignment:
Case Study: Leading Organisational Change: Improving Hospital Performance
•
Critically discuss the sources of resistance encountered by Tracey Burns and her team? Support your discussion with evidence-based literature.
•
Explore the approaches they used to manage the resistance and critically evaluate the effectiveness of those approaches, drawing on your learning from the module and key literature sources.
2
CONTENTS
Topic
Page No.
Introduction
4
Resistance to change
5
Need for change
6
Sources of resistance encountered by Tracy Burns
7
Distorted perception, interpretation and vague strategic priorities
7
Low motivation
9
Lack of creative response
10
Political & cultural deadlocks
13
Other sources
14
Resisting the resistance
14
Conclusion
16
References
18
Appendix I
21
Appendix II
23
Appendix III
25
3
“Few will have the greatness to bend history itself; but each of us can work
to change a small portion of events, and in the total; of all those acts,
will be written the history of this generation”
(Robert F. Kennedy)
INTRODUCTION
With the rapid sequence of events around us, it can be difficult to keep pace. It can sometimes make you shy away and force you to cage yourselves in your shells. Majority of us feel happy with status quo and don’t want CHANGE. Change is frightening because it’s unseen. Present is tested and moulded well. But nothing stays forever. Present becomes the past and future has to be embraced or else you become history. This holds true for individuals as well as organisations.
Although the time scale has been the same, yet it feels that past fifty years have perhaps been the “fastest span”
References: Hope Hailey, 2004). In the following paragraphs, the case of Tracy Burns of King Edgar Hospitals NHS Trust will be discussed, who acted as an agent to bring about changes at the RESISTANCE TO CHANGE Many authors (Lawrence, 1954; Maurer, 1996; Strebel, 1994; Waddell and Sohal, 1998; being useful in learning how to develop a more successful change process (Beer and Eisenstat, 1996; Goldstein, 1988) advantages of the transformation. General aim of organizational change is an adaptation to the environment (Barr, Stimpert and Huff, 1992; Child and Smith, 1987; Leana and Barry, 2000) or an improvement in performance (Boeker, 1997; Keck and Tushman, 1993). On one hand, resistance is a phenomenon that affects the change process, delaying or slowing down its beginning, obstructing or hindering its implementation, and increasing its costs (Ansoff, 1990) resistance is equivalent to inertia, as the persistence to avoid change (Maurer, 1996; Rumelt, 1995; Zaltman and Duncan, 1977) process (Waddell and Sohal, 1998).