Topic: Health Care Agency Organizational Change Initiative

Order Description Case Study Instructions Acting as an external consultant, assume that top management is still interested in this initiative. They ask for our thoughts on what has happened so far and what they can do to get the initiative back on track. What would you tell them? Be sure to use proper attribution for any of your sources, APA format. The case study should be 6-8 pages. Case Study Instructions Acting as an external consultant, assume that top management is still interested in this initiative. They ask for our thoughts on what has happened so far and what they can do to get the initiative back on track. What would you tell them? Be sure to use proper attribution for any of your sources, APA format. The case study should be 6-8 pages. Case Study Scenario – “Good Intentions” Planned Change A health care agency currently serving over 100,000 clients in a county with a population in excess to one million citizens implemented an organizational change initiative. The intent was to move from a situation involving centralized allocation and control of services and resources to a decentralized structure with facilities located in various communities of the county and establishing an empowered partnership to service delivery. The agency leadership implemented a number of planned change actions to bring about the change; however, after one year, the long-standing service delivery behaviors, norms, expectations and goals have not changed. Among other things, a study suggests that although much information was disseminated, it did not filter to all levels in the agency. This resulted in resistance to the change. At the local level there is confusion and resentment. Turf issues have surfaced. Frontline employees and local stakeholders (including clients) are not convinced that top managers are really interested in a full change transformation. At the client level, there was deep skepticism and confusion about the processes. Since service providers tended to implement tasks and procedures in terms of their individual interpretations of the initiative, the partnering process was overlooked. The overall outcome was a transfer of work from higher to lower levels without much clarity or understanding. In the end, many clients ended up with the burden of finding their own care. Since communications with clients was poor, many were either unprepared or unable to proactively serve in the capacity of partner with their case worker. In addition, case workers found their decision-making authority diminished. Overall, the change initiative, as viewed by the agency, was unsuccessful.