Describe a change you have either participated in or observed in your organization. Using the eight-step model of change, analyse which suggested strategies were employed and which were not. Was the change sustained successfully? If yes. Why? If no, why not? What could have been done differently?
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The eight-step model of change
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The seventh step, sustaining acceleration, was accomplished by providing ongoing training and support to employees. The eighth step, institutionalizing the change, was accomplished by making the new system the standard way of doing things.
The change was successfully sustained. The new EHR system is now used by all employees, and it has improved the quality of care that we provide to patients.
Some of the suggested strategies that were employed during the change process include:
- Creating a sense of urgency by highlighting the problems with the old system and the benefits of the new system.
- Putting together a guiding coalition of stakeholders from all levels of the organization.
- Developing a vision and strategy for the new system.
- Communicating the vision to employees through meetings and training sessions.
- Removing barriers to action by addressing any concerns that employees had about the new system.
- Achieving short-term wins by implementing the new system in phases and celebrating successes along the way.
- Sustaining acceleration by providing ongoing training and support to employees.
- Institutionalizing the change by making the new system the standard way of doing things.
- Involving employees in the planning and implementation of the change.
- Providing incentives for employees to use the new system.
- Monitoring the progress of the change and making adjustments as needed.
Sample Answer
I have participated in a change in my organization where we implemented a new electronic health record (EHR) system. The old system was outdated and difficult to use, so the new system was a major improvement.
The change was implemented using Kotter's 8-step model of change. The first step, creating a sense of urgency, was accomplished by highlighting the problems with the old system and the benefits of the new system. The second step, putting together a guiding coalition, was accomplished by forming a team of stakeholders from all levels of the organization.
The third step, developing a vision and strategy, was accomplished by creating a vision for the new system and developing a plan for how to implement it. The fourth step, communicating the vision, was accomplished by holding meetings and training sessions to explain the new system to employees.
The fifth step, removing barriers to action, was accomplished by addressing any concerns that employees had about the new system. The sixth step, achieving short-term wins, was accomplished by implementing the new system in phases and celebrating successes along the way.
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