LDR 615 Change Initiative: Creating Vision 

Grand Canyon University LDR 615 Change Initiative: Creating Vision – Step-By-Step Guide

This guide will demonstrate how to complete the Grand Canyon University LDR 615 Change Initiative: Creating Vision  assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.

How to Research and Prepare for LDR 615 Change Initiative: Creating Vision                    

Whether one passes or fails an academic assignment such as the Grand Canyon University LDR 615 Change Initiative: Creating Vision   depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.

After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.

How to Write the Introduction for LDR 615 Change Initiative: Creating Vision                    

The introduction for the Grand Canyon University LDR 615 Change Initiative: Creating Vision  is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.

How to Write the Body for LDR 615 Change Initiative: Creating Vision                    

After the introduction, move into the main part of the LDR 615 Change Initiative: Creating Vision  assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.

Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.

How to Write the Conclusion for LDR 615 Change Initiative: Creating Vision                    

After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.

How to Format the References List for LDR 615 Change Initiative: Creating Vision                    

The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.

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A Sample Answer For LDR 615 Change Initiative: Creating Vision 

Health organizations operate in highly competitive and dynamic environments. Emerging issues in their markets threaten their performance and sustainability of the services they offer. Leaders and managers of health organizations must make responsive and timely decisions to remain competitive in their markets. The causes of change in healthcare can be either internal or external. Organizations should have missions and strategies that facilitate efficient response to any new changes or disruptions in their markets. Therefore, the purpose of this paper is to examine internal and external forces of change in my organization, impacts on employees, and a vision to align the change the organization’s mission and strategies.

Organizational Description

The organization I work with is a tertiary hospital. The hospital provides both basic and specialized care. It currently leads among the top five hospitals that provide high-quality, safe and efficient care in the region. The organization has a diverse workforce that provides care that addresses the unique needs of their patients. It encourages the utilization of evidence-based strategies to improve care outcomes. The organization’s mission is to be the leader in the delivery of high-quality, efficient, and patient-centered care. Its stakeholders include patients, employees, families of the patients, and the communities it serves.

External and Internal Forces

Several internal and external forces drive organizational change in the healthcare industry. Internal factors arise within the organization while external factors are from the surrounding environment and not within the organization’s control or influence. One of the internal forces that drive change in healthcare is the constantly changing consumer needs. Healthcare consumers have diverse needs. Health organizations must embrace interventions that address these needs for them to remain viable. As a result, they incorporate the views of healthcare consumers into their decisions and care strategies, which act as a source of change. The other internal force that drives change is organizational structure. Health organizations must embrace flexible, responsive structures for them to flourish in the modern world. Rigid organizational structures hinder the response to emerging needs in healthcare, which affect organizational performance(Fuller & Hansen, 2019).  Health organizations continually re-design their structures to ensure their adaptability to the complex needs in healthcare.

One of the external forces that drive change in healthcare is technology. Health organizations in the current world rely heavily on health information technologies in the delivery of care services. Health technologies facilitate care outcomes such as improved safety, quality, and efficiency. However, healthcare technologies have the challenge of being constantly evolving. This translates into the constant changes in the existing organization systems and processes to enhance performance(Matheny et al., 2020; Tyagi et al., 2020).

The other external factor is competition. Health organizations compete amongst themselves for similar markets. This implies that hospitals must deploy effective and efficient strategies to dominate different consumer segments. The competition acts as a source of change since health organizations must constantly revise their strategies to maintain and increase their market share(Hermes et al., 2020). The other external drivers of change in healthcare include legal changes, emergence of new health problems, and changes in population dynamics, as seen from the increasing aging population.

Selected Force

The selected driving force for change in the healthcare industry is technology. As noted initially, health organizations in the modern world largely rely on health technologies to improve the provision of care services to their populations. Health technologies raise some opportunities in the provision of care services in healthcare. One of them is increased efficiency. Health technologies automate the processes involved in the provision of patient care. This includes data collection, storage, analysis and retrieval, which increases the efficiency of care provision. Technologies also improve safety and quality of patient care. Novel technologies such as barcode systems have demonstrated effectiveness in detecting and preventing medication errors. Technologies such as telehealth also enhance patient-centeredness and care coordination since patients can access the care they need and whenever they require virtually. Technologies also have cost implications to healthcare(Krick et al., 2019; Su et al., 2021). The reduction and prevention of errors improve the safety, quality, and costs incurred by patients and hospitals, hence, the benefit.

Technology also presents some issues to healthcare organizations. One of them is the increased risk of loss of data privacy and confidentiality. Health information technologies are prone to access by unauthorized parties. The access increases the risk of legal and ethical issues in an organization. The other issue is the high cost of technology acquisition, maintenance and upgrades. Hospitals spend immense resources in buying, maintaining, and improving health technologies for them to achieve their desired outcomes. They also incur expenses in training healthcare providers on technology use(Bezerra, 2020). As a result, cost-benefit analysis must inform the selection of a technology in healthcare.

Steps Needed

The hospital should implement some steps to respond to the effect of technology on its performance. One of the steps is training its staff. The hospital should ensure that its staff is competent in the use of the different technologies in the provision of care. Regular training should be offered to ensure the staff are informed about the best practices with the use new technologies in undertaking their roles. The other step is developing policies and guidelines for technology use in the organization. Clear policies and regulations should be in place to ensure efficiency in the use of health technologies. The policies should be communicated to staff to increase their awareness. The last step is adopting evidence-based technologies for use in the provision of patient care services. The hospital should ensure that the adopted technologies enhance care outcomes such as safety, quality, and efficiency(Huter et al., 2022). Studies should also support the technology adoption for the decisions to make economic sense.

Response by Employees at Various Levels

The employees will demonstrate readiness to embrace the proposed strategies to support technology use in the organization. The senior management employees will be ready for the change since technology reduces their workload and improves outcomes. They will also be ready for the change since most of the successful organizations have leveraged on technology use to improve outcomes. Employees in the middle level in the organization will also be ready for the proposed initiative. It is currently well-known that technology accelerate performance, productivity and competitiveness in healthcare. However, some employees may resist the proposed initiative. This is because of the fear of the unknown outcomes associated with technology use or their lack of awareness and skills about the use of different technologies. Therefore, strategies to enhance their competencies about technology use will be explored.

Vision for Change

The vision for change is that the hospital should be a leader in the use of technologies to advance healthcare outcomes. The employees should be competent in translating evidence of technology use into practice. The organization should lead in the optimization of outcomes such as safety, quality, and efficiency with the adoption of new technologies. The vision aligns with the organization mission of ensuring excellence and innovation in service delivery. I will utilize formal methods of communication to internal stakeholders. I will inform them about the current inefficiencies in the organization and potentials that can be achieved should the vision be embraced. I will also provide accurate data to support the need for the change to the stakeholders.

Prediction

My vision will motivate the internal stakeholders to support the proposed initiative. It will increase their understanding of immense opportunities associated with the use of technology in their roles. The vision will also motivate them to learn more on how to incorporate technology into the different roles they play in promoting optimum care outcomes. The stakeholders may pose some consideration. One of them is their lack of knowledge and skills in the use of healthcare technologies. This concern will be addressed by informing them that training and continuous supervision and support will be provided to improve competencies and outcomes. The other consideration is the risk of data loss. The stakeholders will be informed that evidence-based technologies with proven effectiveness will be adopted. In addition, staff will be trained on best practices in the use of health technologies to safeguard data integrity.

Conclusion

Internal and external forces drive change in the healthcare industry. Health organizations should adopt mechanisms to effectively respond to change. Technology is the selected factor in this paper. The organizational stakeholders will be ready to embrace initiatives that support technology use. Their concerns will be addressed to enhance the adoption of the proposed change.

References

Bezerra, I. M. P. (2020). State of the art of nursing education and the challenges to use remote technologies in the time of corona virus pandemic. Journal of Human Growth and Development, 30(1), 141–147. https://doi.org/10.7322/jhgd.v30.10087

Fuller, R., & Hansen, A. (2019). Disruption Ahead: Navigating and Leading the Future of Nursing. Nursing Administration Quarterly, 43(3), 212. https://doi.org/10.1097/NAQ.0000000000000354

Hermes, S., Riasanow, T., Clemons, E. K., Böhm, M., & Krcmar, H. (2020). The digital transformation of the healthcare industry: Exploring the rise of emerging platform ecosystems and their influence on the role of patients. Business Research, 13(3), 1033–1069. https://doi.org/10.1007/s40685-020-00125-x

Huter, K., Krick, T., &Rothgang, H. (2022). Health economic evaluation of digital nursing technologies: A review of methodological recommendations. Health Economics Review, 12(1), 35. https://doi.org/10.1186/s13561-022-00378-8

Krick, T., Huter, K., Domhoff, D., Schmidt, A., Rothgang, H., & Wolf-Ostermann, K. (2019). Digital technology and nursing care: A scoping review on acceptance, effectiveness and efficiency studies of informal and formal care technologies. BMC Health Services Research, 19(1), 400. https://doi.org/10.1186/s12913-019-4238-3

Matheny, M. E., Whicher, D., &Thadaney Israni, S. (2020). Artificial Intelligence in Health Care: A Report From the National Academy of Medicine. JAMA, 323(6), 509–510. https://doi.org/10.1001/jama.2019.21579

Su, Z., Meyer, K., Li, Y., McDonnell, D., Joseph, N. M., Li, X., Du, Y., Advani, S., Cheshmehzangi, A., Ahmad, J., Veiga, C. P. da, Chung, R. Y.-N., Wang, J., & Hao, X. (2021). Technology-based interventions for nursing home residents: A systematic review protocol. BMJ Open, 11(12), e056142. https://doi.org/10.1136/bmjopen-2021-056142

Tyagi, D., Wang, H., Huang, W., Hu, L., Tang, Y., Guo, Z., Ouyang, Z., & Zhang, H. (2020). Recent advances in two-dimensional-material-based sensing technology toward health and environmental monitoring applications. Nanoscale, 12(6), 3535–3559. https://doi.org/10.1039/C9NR10178K

A Sample Answer 2 For LDR 615 Change Initiative: Creating Vision 

The current workplace is highly dynamic, with many internal and external forces triggering organizational changes over time. Health care settings are not immune to such changes and are among the most affected workplaces as far as change is concerned. Increasing patient demands, the need for a safe and comfortable workplace and evolving organizational cultures obligate health care organizations to adopt new practices as situations necessitate. For change to occur successfully, a vision for change is crucial. A vision enables health care providers and the management to respond to driving forces competently and effectively. This paper describes the current forces driving change in the health care industry, steps needed to respond effectively, and a vision for change.

Organization’s Description

The organization is a not-for-profit organization delivering general, acute, and emergency health care services. Its operation philosophy is anchored on the proposition that quality health care services are a critical component of safe, healthy, and productive populations. Hence is mission is to make health care accessible and affordable to make lives better. The organization has several branches to enable it to achieve its mission of promoting access to care. The branches reduce the distance to care and ensure that patients can receive medical help conveniently. As a not-for-profit organization, stakeholders include donors, suppliers, management, and health care providers. The patient population is also considered a major stakeholder since all the other functions would become redundant without the patients. Each stakeholder plays a unique role to enable the organization to achieve its strategic mission and vision, remain competitive, and preserve its reputation.

Forces Driving Organizational Change

External forces include change triggers outside the organization and mainly beyond the organization’s control. Such forces include economic and political forces, new laws and policies, and competitive pressures (Suri & Yadav, 2020). Social forces are also external and include changing social trends compelling health care organizations to respond appropriately. For instance, the COVID-19 pandemic has increased the proportion of depressed people from 1 in 10 to 4 in 10 adults in the United States (Panchal et al., 2021). Such social changes force health care organizations to make plans for the increasing number of patients and develop strategies for addressing their needs satisfactorily. Internal forces include structural changes, shifts in workplace dynamics, and reorganization, among other factors made up and shaped by specific rules. Mostly, internal forces seek to improve health care outcomes. Suitable examples include demographic and technological forces.

Regarding the origin of the internal and external driving forces, it is right to deduce that changes are inevitable in an evolving world. As time evolves, systems and processes need replacement to enhance efficiency. The changing social and political environment also requires similar changes to adapt to situations effectively. For instance, policies governing paper-based medical records cannot be used for electronic records. The privacy risk is high when using electronic records, and different control measures are required. Also, technology facilitates more efficient care and has become indispensable in today’s health care. Given this, the forces are natural and inevitable in every human sector, and the health care industry will be affected significantly.

Independently or jointly, internal and external forces affect the organization’s viability considerably. Firstly, they affect how care is offered and the resources that the organization requires to achieve its goals. A suitable illustration of this connection is technological forces. Technology has become a critical driver of safe, accessible, and quality health care needed for patient-provider communication, detailed patient analysis, and patient monitoring in remote areas (Mitchell & Kan, 2019). Its increased use makes the organization make the necessary adjustments in different departments to accommodate technology-related changes appropriately. Failure to respond affects the quality of care adversely. Overall, the forces compel the organization to be dynamic and highly responsive to change. They also make it to adopt cultures that support change provided that it improves health outcomes and aligns with its mission.

Demographic Forces and Specific Issues

Each day, diverse patients visit health care organizations seeking medical help for different diseases. Health outcomes depend on the type of care they receive, which further depends on the patient-provider relationship and the competence level of health care professionals. The diverse nature of patient demographics obligates health care organizations to be equally diverse in terms of gender, cultures, ages, and experience. As an internal driving force, the need for a diverse health care team forces health care organizations to be highly inclusive.

On issues that the need for a diverse workforce will potentially create, there is a high possibility of changed workplace relationships, policies, and cultures. For instance, an inclusive workplace will compel health care providers to work in teams. Such teams are the basis of holistic and culturally competent care (Nair & Adetayo, 2019). The other possible outcome is new human resource policies to guide acquiring and developing human capital. Besides skills, the human resource department must focus on inclusivity and diversity during recruitment. More programs for promoting inclusivity and diversity in the organization will be required too.

Steps Needed to Respond to the Demographic Force

Creating a culturally diverse workforce will involve four interrelated steps. The first step is a needs assessment to evaluate the level of current inclusion and areas that need changes. A needs assessment in health care settings identifies gaps between current and desired conditions (Guzys et al., 2020). The second step involves engaging teams and developing appropriate policies for promoting cultural diversity and inclusivity. A suitable policy is a recruitment policy compelling the organization to consider gender and ethnic balance when hiring new nurses. The third step is adopting the policies and making them an organizational culture. Finally, the organization should have appropriate sustainability mechanisms. For instance, cultural competence and diversity training programs increase cultural understanding and skills and awareness of subconscious biases among health care providers (Kaihlanen et al., 2019). Such training programs can be conducted annually to enable health care providers to respond more effectively to cultural differences.

Responding to the Proposed Change Initiative

Employees respond to change depending on how they perceive it. Beneficial change gets organizational support, while fears and misunderstandings associated with new initiatives cause resistance.  Overall, the proposed change is highly beneficial hence a high probability of organizational support. Inclusion and diversity programs will enable health care providers to provide culturally competent care. More so, an inclusive workplace makes health care providers feel safe, valued, and highly motivated to provide patient care (Aysola et al., 2021). Importantly, a culturally diverse workplace creates a sense of community, enabling nurses to work collaboratively. Due to these advantages, organizational level support is likely to be high.

A Vision for Change

The goal of the change is to have a highly diverse organization that provides culturally competent care. In such a setting, there will always be a health care professional who can identify with a patient, communicate with them, and serve their individual needs effectively. The objective will not be primarily to diagnose and treat patients but to provide competence and make the patient valued and comfortable. The vision correlates with the organization’s mission of bettering people’s lives through affordable and accessible care since it promotes problem-solving, better results, and stronger individual motivation. Regarding problem-solving, diverse health care teams generate new ideas and diverse perspectives that promote innovation and excellence (Rosen et al., 2018). Patient-centeredness dominates the practice, and patient satisfaction is high too. A unit-level presentation will effectively present the vision to internal stakeholders. Such a presentation will provide an opportunity for high-level consultation, answer-question sessions, and proposals to improve the initiative’s outcomes.

Assisting Stakeholders to Support the Change

The vision provides a framework for the organization to provide patient care that meets the present-day’s demands. Such demands include cultural competence, patient-centered care, and a motivated health care workforce. Addressing these demands effectively will enable the organization to promote patient satisfaction and provide patient care cost-effectively. As a result, internal stakeholders will equally benefit since improved patient outcomes such as quality health care and patient satisfaction will improve the organization’s performance, reputation, and competitive advantage. Patient-provider relationships will also improve, among other stakeholder objectives. Potential considerations posed by stakeholders include the impact of the initiative on the organization’s resources and its sustainability. I will respond by illustrating the benefits of the proposed change to justify resource use and explain the practical processes that will sustain the program.

In conclusion, change is inevitable in present-day’s health practice. Internal and external driving forces influence organizational change differently, and health care organizations should respond effectively. The focus of this discussion was a vision for change describing how the organization should promote diversity to enable it to provide culturally competent care. The steps needed to respond to the change initiative have been explained in detail. Overall, an inclusive health care setting is important for enabling the organization to promote culturally competent care. Health care providers will also feel confident, valued, and motivated to work in such a setting.  

References

Aysola, J., Barg, F. K., Martinez, A. B., Kearney, M., Agesa, K., Carmona, C., & Higginbotham, E. (2018). Perceptions of factors associated with inclusive work and learning environments in health care organizations: A qualitative narrative analysis. JAMA Network Open, 1(4), e181003. https://doi.org/10.1001/jamanetworkopen.2018.1003

Guzys, D., Brown, R., Halcomb, E., & Whitehead, D. (Eds.). (2020). An introduction to community and primary health care. Cambridge University Press.

Kaihlanen, A. M., Hietapakka, L., & Heponiemi, T. (2019). Increasing cultural awareness: Qualitative study of nurses’ perceptions about cultural competence training. BMC Nursing, 18(1), 1-9. https://doi.org/10.1186/s12912-019-0363-x

Mitchell, M., & Kan, L. (2019). Digital technology and the future of health systems. Health Systems & Reform, 5(2), 113-120. https://doi.org/10.1080/23288604.2019.1583040

Nair, L., & Adetayo, O. A. (2019). Cultural competence and ethnic diversity in healthcare. Plastic and Reconstructive Surgery. Global Open, 7(5), e2219. https://doi.org/10.1097/GOX.0000000000002219

Panchal, N., Kamal, R., & Cox, C. (2021). The Implications of COVID-19 for Mental Health and Substance Use. KFF. https://www.kff.org/coronavirus-covid-19/issue-brief/the-implications-of-covid-19-for-mental-health-and-substance-use/

Rosen, M. A., DiazGranados, D., Dietz, A. S., Benishek, L. E., Thompson, D., Pronovost, P. J., & Weaver, S. J. (2018). Teamwork in healthcare: Key discoveries enabling safer, high-quality care. The American Psychologist, 73(4), 433–450. https://doi.org/10.1037/amp0000298

Suri, P. K., & Yadav, R. (Eds.). (2020). Transforming organizations through flexible systems management. Springer.