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Change is usually positive, but it can also be difficult to embrace at times. Employees can be resistant to change, while managers may feel that it is necessary for organizational stability. Discuss the challenge of change as it relates to health care organizations. What is the overall impact of change on the organization, its employees, and its constituents, and what role does the manager play as an agent of change? In addition to responding to these questions, review the examples of successful change in your textbook and choose two examples to discuss in greater detail. What did you learn from these examples? In each case, how did the individuals overcome the barriers to change, and what were the resulting benefits? .

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"Change Management Strategies" Please respond to the following: Discuss the benefits that may be achieved by accounting for all stakeholders impacted by a change during the development of a change management plan. Provide an example of a change that an organization may experience, with respect to IT, and identify the specific activities that should be planned for an optimal transition. Describe the role change agents perform in order to ensure a smooth transition of change. Suggest qualities and skills that change agents must have in order to facilitate change efficiently. .

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CASE Combining Assets and Activities The community of Tampa, Florida, has a diverse population, with healthcare being provided to persons with low incomes, extremely wealthy individuals, and a strong middle class. Three well-established physicians—an obstetrician, a gynecologist, and a urology specialist—decided that they should combine their practices into a unique new organization. They believed that numerous patients would be attracted to these separate, but interrelated, medical practices. The three physicians worked together to create a plan. They decided that each physician would have privileges, or authority to practice, in more than one organization. Beyond their individual practices, the doctors would perform surgeries and provide additional medical care in several local area hospitals. In the new practice, their days would be divided into times in which they tend to routine examinations, to patients with medical problems that are not emergencies, to making rounds at the hospital to check up on patients, and to conducting other medical care. The new organization would be housed in a major medical building. A support staff, consisting of those who could help with patient scheduling, insurance claims, billing, and other office duties, would be combined with three full-time nursing assistants. The physicians chose one individual for the role of office manager to oversee all of the support activities. The obstetrician also employed a clinical nurse practitioner with responsibilities that would be more medically complex than those usually associated with nursing. The obstetrician found the practitioner's help particularly useful to her practice. The new organization intended to hire one more person to serve as a liaison to the hospitals that the physicians attended, with the goal of ensuring smooth coordination between the newly formed organization and the hospitals. The new person would be in charge of resolving any disputes or disagreements. This new organization, which had yet to determine its name, would be a partnership. The three physicians would share authority and the direction of the medical practice. Decisions about difficult issues, such as adding a new form of care or bringing in an additional partner, would be made by majority rule, or agreement by two of the three doctors. The three physicians agreed that they should eventually grow to the point at which each had a second specialist in his or her area, which would expand the organization to six doctors. They believed the benefit of such growth would be having a person to answer calls when another specia.

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