Change Management Theory

Change Management in Hackensack Meridan Medical Center
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Change Management in Hackensack Meridan Medical Center
Change Management refers to the gradual process of managing the relevant resources and imparting the right knowledge to assist a workforce in adapting to a necessary change (Kessler, 2013). According to Hayes (2018), change management is a continually crucial requirement for any organization to keep up with the developments in its area of practice. This paper evaluates the effectiveness of Kotter’s eight-step model in managing change at Hackensack Meridan Medical Center.
Kotter’s management theory follows a series of eight steps, which guide through the implementation of organizational change. Kotter confirms that skipping any particular step may reduce the effectiveness of change, contrary to what an ordinary mind may think. I find Kotter’s theory of change diverse enough in process and inclusive of the mandatory aspects of change, a reason that makes it more applicable to this project (Antwi & Kale, 2014). It is broken in an easier way to follow, and in such a way that focuses on both long-term and short-term goals. The model is especially focussed on urgency, as aspect more befitting to the healthcare sector, and essential for effective service delivery. Equally relevant is the model’s embedment of change into the culture of the organization (Antwi & Kale, 2014). This characteristic creates some sense of ownership to the change and makes it a part of the organization, hence making the process of change more acceptable and dissipated to the individual level (Darnell, 2013).

Kotter’s eight-step model offers an elaborative guide on how to go about the change plan. I think following through the steps is a comprehensive approach to plan development since it covers all the necessary parts of planning, such as the identification of an able team, the determination of urgency, identification and approach to barriers and amalgamation of the required change as a part of the cultural component of the organization.
I find Kotter’s theory applicable to almost every project, whatsoever, and I would equally recommend it to my colleagues. Additionally, they could consider the McKinsey 7-S model, which I find diverse since it covers all the critical aspects of a company. McKinsey’s theory will no doubt direct the team to success, for it will have them covering the elements which they might not have thought of initially in their change plan.
References
Antwi, M., & Kale, M. (2014). Change management in healthcare. Kingston, ON: The Monieson Centre for Business Research in Healthcare, Queen’s University School of Business.
Darnell, E. (2013). Leading Successful Changes in Your Business: Peakmake – A New Model Combining Change Management and Change Leadership. Hamburg: Anchor.
Hayes, J. (2018). The theory and practice of change management.
Kessler, E.H. (2013). Encyclopepdia of Management Theory. Thousand Oaks, California: SAGE Publications, Inc.