Seven-Step Transformation Process for Yorkshire General's Competitive Environment

As CEO Nelis entered the strategic planning process in July 2018, she concluded the following:

• Clinical quality was generally perceived as good, but not exceptional, except for the cardiology and cardiovascular surgery department.
• Patient satisfaction ranged from mediocre to poor with outpatient satisfaction at the 18th percentile and inpatient satisfaction at the 26th percentile compared with relevant data from surveys.
• The level of nursing care was “uneven.” The competency and consistency of nursing care varied from days to nights, units to units, and weekdays to weekends.
• Physician satisfaction with hospital services was mixed and physician views of the Yorkshire General leadership ranged from ambivalent to untrusting and adversarial.
• The medical staff included mostly highly experienced physicians; however, most physicians had residency at other hospitals as well. This meant that these specialists could choose to recommend that their patients go to another hospital for their inpatient or outpatient procedures. Furthermore, physicians felt undervalued by the leaders of their respective specialties.
• Associate (workforce) satisfaction was at the 46th percentile compared with the national norms and there were numerous vacancies in several high-skilled positions.
• Facilities and technology were perceived as being behind the competition in the region. Except for the six beds in the paediatrics unit, Yorkshire General had no private rooms in a market where private rooms were quickly becoming the standard. Radiology equipment was old, and the catheter lab equipment was “fully depreciated.”
• Financially, the Yorkshire General net income of USD 14 million was lower than other hospitals in the market. In addition, Yorkshire General competed for limited available capital with the other 11 hospitals within the Lancaster Health Care System. On the other hand, competitor hospitals were able to invest all their financial resources into maintaining, improving, and expanding their facilities, clinical specialties, and workforces.

The Challenge for Yorkshire General

The challenges faced by the Yorkshire General leadership team were simple; the solution or solutions, however, were much more difficult to map out. The

Yorkshire General competition was spending on facilities and programs that Lancaster could not afford to undertake right now due to limited resources and focus on hospitals with more immediate and critical problems. Yet Yorkshire General had to find a way to stay competitive in order to survive in the long term. CEO Nelis is worried. She calls a meeting of her senior management team to discuss the way forward in the light of a seven step plan her team has prepared.

The Seven-Step Transformation Process

1. Create a vision that will create personal responsibility and ownership.
2. Create an environment to create an improvement focus on meeting customer needs.
3. Create an evidenced-based mentality to help make well-reasoned changes.
4. Improve employee understanding of what is important to physicians and make changes to meet their needs.
5. Create a focus on processes to understand better ways of accomplishing tasks and to understand how elements in the organization relate.
6. Improve the leadership process and how each employee is a leader.
7. Deploy processes to create an improvement focus for all employees.

Task

Task 1: Evaluate and recommend a model of change that might be utilised in order to develop an environment that would allow the organisation to be competitive.

Task 2: Analyse what might be the major resistance from employees on the recommendations made above and, using appropriate change models and interventions, how might the CEO mitigate this employee resistance?

Explore and critically appraise strategies and methods used for the planning and management of change

Develop a plan to effectively manage a specified change.