14Sep 2021 by
As a leader, you will be helping, guiding, approving, and supporting changes in the organization. Now is the time to think clearly about why is change hard and as a leader what will you do to manage the issues associated with change. Utilizing the readings this week from Harvard Business Review and Kotter (2011), National Center for Healthcare Leadership (2020), Porter-OGrady and Malloch, (2018), and Wheatley (1993) make a case for the pressing questions:
Why is change so hard?
What can you as a leader do to manage the issues associated with change?
What is the most significant competency associated with change?
Think carefully about your responses this week. Your response should go deeper than humans do not like change. This exercise is meant for you to carefully consider your organization and the issues about why change is so hard, rather than merely regurgitating back something from any article or chapter that you have read. Provide examples and supporting evidence for your choices.
Use at least 2 of these references:
Porter-OGrady, T. & Malloch, K. (2018). Quantum leadership: Creating sustainable value in health care. (5th ed.). Jones & Bartlett Learning.
Chapter 7: Leading constant movement: Transforming chaos and crisis.
Chapter 11: Toxic organizations and people: The leader as transformer.
Harvard Business Review & Kotter, J. (2011). HBRs 10 must reads: On change management. Harvard Business Review.
National Center for Healthcare Leadership. (2020). Healthcare leadership competency Model (V 3.0). www.nchl.org
Wheatley, M. (1993). Chaos and complexity: What can science teach? http://www.margaretwheatley.com/articles/Wheatley-Chaos-and-Complexity.pdf
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