I need you to reply to 2 of the classmates and please put the student name next to the reply so I know which is which.The reply MUST BE IN THIS FORMAT:
By Day 5
Read a selection of your classmates’ postings.
Respond by Day 5:
Provide an in-depth response to at least one colleague by comparing others’ analyses, strategies, interventions, and rationales.
A suitable response will include several of the following:
Ask a probing question.
Share an insight from having read your colleague’s posting.
Offer and support an opinion.
Validate an idea with your own experience.
Make a suggestion.
Expand on your colleague’s posting.
Note: Support your postings and responses with specific references to the Learning Resources and any additional sources you identify, using both in-text citations and references. It is strongly recommended that you include proper APA format and citations.
Here are the students posts that you need to reply to:
21 hours agoShakera Garrard
RE: Discussion – Week 8
Hill Country Community Hospital is facing financial issues which led administrators to believe that having a large Dallas-based physician group to take over in-hospital patient care. The resistance to this idea has included: lack of enthusiasm and uncertainty from the community residents and the employees of the hospital. Lack of enthusiasm and uncertainty is coming from the community residents because they are accustomed to receiving care from their family physicians which appears that they are comfortable and already built rapport with their family physicians. If the community residents have to receive care from a large group of Dallas physicians the residents could experience fear that they will be only viewed as just a number and not receive the best care by the new physicians. (Caruth & Caruth,2018) Lack of enthusiasm and uncertainty are coming from the employees because they fear that they may lose their jobs by outsourced employees. This can lead to loss of stability within their own family due to loss of income. (Caruth & Caruth,2018) They are uncertain about the hospital’s cultural mission of being a family viewed company being changed due to bringing different physicians and employees into the hospital. The employees are experiencing high anxiety which is leading to their emotional labor, poor morale within their work due to a lack of motivation to meet the demands of their job. This is because they may feel that they are getting replaced regardless of how hard they work in their jobs. Lack of motivation and discomfort about their future has lead to patients having increased complaints. Employees along with patients are on edge about the new possibility of changes for the hospital. There may also be a distrust for management that the employees and patients may have for leadership that will lead them to have resistance to change because there is a lack of a plan of action regarding the future employment for the employees and the future care for their patients. Stakeholder groups may have uncertainty about finances changes in the long-term due to lack of support from the community which may lead to patients wanting to go to another hospital.(Caruth & Caruth,2018). There are no concerns by high leadership regarding their employee’s future and patients care. The concern is only financial and not concern about what would employees do if they lost their job or will their patients be provided with great care if new physicians work for the hospital. The leadership is looking at what is best externally but not what is best internally for their employees and patients that are receiving care in the hospital..
Caruth, D. L., & Caruth, G. D. (2018). Managing workplace resistance to change. Industrial Management, 60(4), 21. Retrieved from https://ezp.waldenulibrary.org/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fdocview%2F2086250054%3Faccountid%3D14872
Identify, analyze, and discuss the various types of resistance affecting the Hill Country Community Hospital and its various stakeholder groups.
The Issue(s) at Hill Country Community Hospital, as presented in the vignette for week 8 discussion, could naturally propel any stakeholder involved/associated with that organization to resist, especially, if they were kept out of the loop, and never given an opportunity to have a say in the proposed changes, which would in essence, adversely affect their livelihoods. From my understanding of what is obtaining at Hill Country Community Hospital, resistance to the proposed change is spearheaded by two major stakeholders. Those two being: the community residents and Hill Country Community Hospital employees. The vignette explicitly suggests that the two identified groups (i.e. Community residents and hospital employees) have different motives for resisting the proposed change(s).
As it is, the community residents are basically resisting the proposed plan, because they are comfortable with the “in-hospital care” services that they normally receive from their family physicians when they present at the hospital. Moreover, it seems clear that the community residents are not amused by the unsolicited publicity that the proposed change would inevitably bring to bear on their community. In the case with the hospital employees, their opposition to the proposed deal is spurred by their fear that “their jobs may also be outsourced and that bringing in outsiders to provide patient care will ruin the hospital’s reputation.” Understandably, this might explain the rationale behind “the emotional labor, poor morale, and increased patient complaints” that the hospital employees may have exhibited in their deportment at work, perhaps, since information of the proposed deal began to seep through the public medium.
Root cause of the resistance?
The root cause of the resistance at Hill Country Community Hospital appear to stem from the narrow perception, on the part of the hospital’s administrators, “that the best way to cut costs is to terminate all contracts with staff physicians and allow a large, Dallas-based physician group to take over in-hospital patient care.” In their apparent haste to consummate this deal with the Dallas-based physician group, the hospital administrators essentially underestimated three significant concerns. As a starter, the leaders at Hill Country Community Hospital callously violated the organizational culture. Varney (2017) asserted that culture plays an important role in describing what an organization is like. For it tells what people are accustomed to and what they like about their organization. Culture can also help identify which changes are likely to work and which ones won’t. As, such, trying to force change into an organization is a recipe for failure (Varney, 2017). Secondly, they never felt that they were obligated to consult with, or for that matter, include their employees, a significant stakeholder at the hospital, in their planning process. According to Varney, when stakeholders are engaged in designing the change intervention, they will feel a sense of ownership and support for the change. Lastly, the hospital administrators never imagined that the local community residents would take offense of their proposed change. To that end, Varney clearly warned against overlooking some distant leader, an isolated group, or perhaps even a customer, because they have the ability to thwart your change project.
Varney, G.H (2017). Change Your Change Process and Make Change Work. Retrieved from: https://ezp.waldenulibrary.org/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F1870225363%3Faccountid%3D14872.