INDIVIDUAL BLOG

Organisational Change

Tirso Dorado Lafarga

SN: 2141519
22/03/2024
How can organizational change transform healthcare consulting?
Greetings, fellow consultants. My name is Tirso Dorado Lafarga, and I am excited to share my
reflections and insights from my journey as a junior consultant working on the Tufts NEMC
Hospital case. Over the past few weeks, I've had the privilege of immersing myself in the
complexities of healthcare consulting, particularly focusing on the dynamics of organizational
change and transformation.
Our mission, as a group of young consultants, is clear: to understand and increase the
willingness of nurses to embrace future changes at Tufts NEMC. To achieve this goal, we've
engaged with a diverse array of individuals who form the backbone of the hospital's operations.
From the leadership of the CEO, to the frontline dedication of nurses, each person brings a
unique perspective and set of experiences to the table.
In addition to interviewing key figures, we've also had the opportunity to connect with other
crucial stakeholders, including, the HR Manager, the CMO, and various representatives from
the nursing staff and union. These interactions have provided us with invaluable insights into
the challenges and opportunities facing Tufts NEMC and have guided our efforts to devise
strategies that fit with the needs and aspirations of all involved parties.

What strategies and models drive effective change management at Tufts NEMC
Hospital?
Having taken all of the above into account and based on my short experience, one of the critical
aspects that emerged during our analysis was the situation faced by the nurses at Tufts NEMC
Hospital. They were experiencing significant challenges in adapting to the proposed changes
within the organization. With my experience, I observed that this resistance stemmed from a
combination of factors, including fear of the unknown, concerns about job security, and
skepticism about the benefits of change. According to my sources, the impact that change has on
people, especially frontline workers like nurses, cannot be understated. It disrupts familiar
routines, introduces uncertainty, and challenges established norms, leading to feelings of anxiety
and resistance.
As we work on changing how things are done in the organization, we've been using different
models to guide our efforts. Initially, we relied on the Change Management Process, which
provided us with a structured framework for understanding and managing change. As we delved
deeper into the complexities of change, we turned to Lewin's Change Management Model. This
model, which consists of three phases, focuses on changing behaviors step by step, making the
transition smoother for everyone involved.
In the first phase, unfreezing, we identified key issues, including communication gaps, trust
issues among nurses, and ineffective leadership. In the change phase, we proposed measures
like mandatory meetings, kick-off events, and leadership training to address these issues.
Finally, in the refreezing phase, we aim to solidify the changes and establish them as the new
norm, fostering a culture of strong communication, trust, and leadership.
While stakeholders analysis is undoubtedly useful, I found that it can sometimes be overly
generic in capturing the nuances of the situation. In my view, this model must be used in
conjunction with more tailored approaches to ensure a comprehensive understanding of the
dynamics at play. For example, during our analysis, we delved deeper into the specific concerns
and motivations of different stakeholder groups, such as the nurses' union, frontline staff, and
executive leadership. By adopting a more refinement approach, we were able to identify
underlying tensions and develop targeted strategies to address them effectively.
However, it was
through our own
exploration and
discovery that we
stumbled upon the
DICE model, a
unique addition to our
toolkit. Unlike the
other models we've
utilized, the DICE
model, focusing on
Duration, Integrity,
Commitment, and
Effort, to manage
change outcomes.

Through analysis and recommendations based on this model, we addressed factors such as
meeting timelines, ensuring integrity in communication, fostering commitment from leadership
and nurses, and minimizing effort required from employees. These measures are aimed at
increasing the likelihood of successful change implementation.
Also, in our exploration of change management theories, one model that stood out was the
Equity Theory. This theory posits that individuals are motivated by a desire for fairness and
equity in their relationships and interactions. From my experience, I've observed both pros and
cons associated with this theory. On one hand, the board preference for recognition and
acknowledgment aligns well with the principles of Equity Theory, as it fosters a sense of
fairness and reciprocity among employees. However, there are also challenges associated with
implementing this theory in practice, particularly in situations where perceptions of fairness
may differ among individuals or groups.
People are resistant to change for a variety of reasons, as I've observed throughout this process.
Some fear the potential consequences of change on their roles and livelihoods, while others may
feel threatened by the loss of control or autonomy. The impact that change has on people's lives
cannot be underestimated, and it is essential to approach resistance with empathy and
understanding. By acknowledging and validating individuals' concerns, we can foster a sense of
trust and collaboration, paving the way for successful change initiatives.
What insights and lessons have shaped our understanding of organizational
change?
In conclusion, my journey as a junior consultant on the Tufts NEMC case has been a enriching
experience. From understanding the imperative for change to analyzing the situation
comprehensively, addressing resistance with empathy and understanding, and exploring change
management theories, I've gained valuable insights into the complexities of organizational
change.
While we've found that looking at everyone involved is helpful, sometimes it's not enough.
We've learned that it's really important to listen closely to what people are saying and think
about what they need. By doing this, we've been able to see where there might be problems and
come up with ways to fix them.
Dealing with people who don't want things to change has been a big part of our work. I've seen
that this happens because everyone wants things to stay the same and feel comfortable. But
change can be scary because it's like stepping into the unknown. So, it's really important to
listen to why people are worried and help them feel more comfortable with what's happening.
As we wrap things up, I'm reminded of a saying: "The only constant in life is change." Looking
back on our journey, I feel confident in facing changes head-on, knowing that they can lead to
good things if we work together and listen to each other.
In brief summary, working on the Tufts NEMC Hospital case has been super helpful because it's
just like real life. We've faced problems that nurses and other staff really deal with, and we've
learned how to fix them. This practical experience has taught us about how things work in
organisations and how important it is to listen to people and help them feel comfortable with
change. So, even though it's been challenging, it's been really useful, and I feel more capable
about handling similar situations in the future.
Bibliography

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