An organization generally has two ways to raise the level of individual performance: by increasing motivation, the desire of each person to do his or her job well, and by increasing individual capability, which is where training comes in. Training is undoubtedly the most important aspect of a successful deployment. Training provides employees the information and practice they will need to perform their duties effectively, accurately, and professionally. This guidance is essential to provide employees with the correct information as well as the confidence to participate fully.
As a part of the development plan for the employee training around the Telemedicine implementation, Capstone Health Consultants is recommending that one of Utopia Medical Center initial steps is to perform an evaluation of how change is managed with their organization and the outlying clinics. Change, by definition, means replacing the past with the future, hopefully with some benefit in mind. Unfortunately, not everyone sees or understands the benefits of the changes or improvements an organization may want to create. At times, there is a certain amount of inertia in any setting -- built in resisting forces to any change or significant disturbance of the status quo. (Andrews 2010) The ability to predict what the barriers are to change in a specific situation is a necessary part of planned change. By taking special measures to resolve, eliminate, or weaken these barriers, organizations can make things happen more rapidly, smoothly, and with less trauma for their employees. (Andrews 2010)
Leaders should expect some resistance to management induced changes. Albrecht describes the “nose-dive” syndrome as one aspect of change that occurs fairly often in organizations undergoing a management-induced change. Understanding and accepting this as a natural part of some changes leaders implement can help employees persevere through these changes. In some situations, management institutes a change and, rather than performance and morale improving as a result of the change, things get worse.(Albrecht 2002) People who are resisting, griping and complaining, and seemingly waiting for the whole thing to blow over combine with a decline in productivity and morale. (Albrecht 2002) This result is understandable because the people experiencing the change are responding to an outside force inflicted on them by management. In the short run, it looks like the new approach is not working at all.
It is easy for leader to underestimate the impact that a major change can have on the daily work lives and activities of the people in the organization. What seems so simple in concept often gets much more complicated by the time it reaches front line people in concrete form. Often changes impact how front line employees handle information, deal with patients, or add time to the current workload. These changes pose adjustment problems for the people...