Culture changes are typically brought about through change. In healthcare management, new kinds of collaboration and leadership are emerging. Managers and employees require abilities they frequently do not currently possess. The hospital administration must first clearly state the objectives of the change measure, using communication as a critical success factor in a multi-layered, target group-focused way at all corporate levels. Employees want to be viewed as participants in the transformation process rather than as inanimate objects (Weintraub & McKee, 2019). Typically, hospital management-driven organizational reforms are met with scepticism from physicians. When there is conflict within the management team, change typically fails. The clinic administration can encourage the doctors to participate in the transformation process by early inclusion of medical knowledge, thorough information, and positive communication.
The clinic administration and head physicians must be fundamentally committed to the project to start the desired change, accompany it positively, and bring it to a successful conclusion. The system and its players can get impulses from managers, but it can only move outside of itself, within the bounds of its inherent potential and constraints (Borkowski & Meese, 2020). Even if a change causes them anxiety or fear, workers who trust their leader are typically more willing to undergo it. On the other hand, daily management and leadership activities do not align with the stated intention for change. How employees think and behave has an enormous cultural impact on the transition process (Borkowski & Meese, 2020). Conversely, each employee has unique requirements, interests, concerns, anxieties, philosophies, worries, and ambitions. However, they can be linked to personality, professional background, and generational affinity.
In clinics, factual arguments are occasionally exaggerated. Measures like providing knowledge, encouraging engagement, and meaning frequently fall short of removing employees’ worries and fears. As a result, it is not advisable to approach the need for change exclusively with reasons. Due to arguments not reaching the employees emotionally, resistance frequently simmers. Resistance may be motivated by rational or emotional factors. Fact-based and logical explanations can frequently diminish and even eliminate rational grounds (Weintraub & McKee, 2019). To prevent long-term harm to the management, executive, and employee relationships, the clinic management and executives would be wise to explain the purpose of the transformation initiative and deal with the hatred.
Employees, however, frequently adhere to patterns and habits. Resistance can be verbally or nonverbally communicated, as well as aggressively and passively. Dealing with it early on is made feasible by active resistance. It becomes apparent through denials, refutations, accusations, and admonishments (Weintraub & McKee, 2019). On the other hand, passive resistance is more driven by the desire to avoid conflict and run from change. Arguments and gossip are two examples of nonverbal active resistance that frequently cultivates a hostile environment at work (Weintraub & McKee, 2019). Generally, listlessness, retreat, absenteeism, and fluctuation are nonverbal forms of passive resistance.
Uncertainty is a fundamental aspect of change processes, which are also frequently complicated, time- and energy-intensive. Unmistakable indications that something is genuinely changing in the organization include disturbances, relapses, and irritations. Management needs to recognize the contributions of employees’ various positions and viewpoints to convince them to embrace change. Similarly, it is necessary to accept and incorporate suggestions for improvement during the change process into an interactive discourse. Lack of information, poor inclusion in the transformation process, disregard for employees’ individuality, and disagreement between managers and employees can all permanently harm the feeling of appreciation and acknowledgement.
References
Borkowski, N., & Meese, K. A. (2020). Organizational behaviour in health care. Jones & Bartlett Learning.
Weintraub, P., & McKee, M. (2019). Leadership for innovation in healthcare: An exploration.International Journal of Health Policy and Management, 8(3), 138.