MMI 481 Leadership
Key Artifacts:
Syllabus
Personal Reflection Journal_Change
Personal Reflection Journal_Culture
Personal Reflection Journal_Influence
Syllabus
Personal Reflection Journal_Change
Personal Reflection Journal_Culture
Personal Reflection Journal_Influence
Reflection
Learning Goals:
· Understand the definition of organizational culture and how culture impacts an organization’s effectiveness and ability to change
· Understand why human change or don’t change and how to apply these dynamics in planning and marketing of organizational change
· Gain insights into organization alignment as a strategy execution method and change management method
· Identify your personal influence and style and how best to use and expand on this for influence in your organization
My organization is in the midst of a dramatic change and in order to implement it successfully, analyzing the existing culture and identifying what actions to take to adapt to the change is very important. This is exactly what management has done with our department for the past couple of months. Because we have worked together for years, our group’s basic assumption is to step up when help is needed to maintain the continuity of care afforded to our members. With the impending change, management is concerned that our group might not be cohesive enough to handle this change.
To help our group, they sent an HR person to come and talk to us about what we can and cannot influence. She also asked each one in the room what concerns us whenever change is happening. I was very surprised to hear my colleagues rattle off fear of the unknown, concern about extra work, concern about competency, will they get compensated and where does that leave them as their concerns. This is exactly what we discussed in my Leadership class! And just like the class, we explored various reasons why some people adapt to change easier than others (some just do not want to be bothered, or do not want to learn new skills) and what are the signs of resistance (slow response, acting confused, asking questions repeatedly). We discussed what management can do to make change easier to accept (providing training, on-going support) and finally, how management could get the staffs buy-in and support (newsletters, rallies).
In our second session, the HR person asked us about the organization’s values, one of which was Respect. She went around the room asking each of us what respect means and there were more than one answer. She then said that in order to achieve organizational alignment, the organization and the staff have to be on the same page when it comes to its values. I am sitting on my chair thinking my Leadership class was so dead on! Once everyone is on the same page, the staff would be more than willing to embrace change.
In this class I found out my leadership style is that of a Follower. I tend to shy away from risky and controversial decisions. I also tend to select solutions that have been proven. Because healthcare is reliant on Evidence-Based and Knowledge-Based Medicine, I think my leadership style would fit in nicely in encouraging full collaboration with physicians to achieve good outcomes and improve the delivery of care.
· Understand the definition of organizational culture and how culture impacts an organization’s effectiveness and ability to change
· Understand why human change or don’t change and how to apply these dynamics in planning and marketing of organizational change
· Gain insights into organization alignment as a strategy execution method and change management method
· Identify your personal influence and style and how best to use and expand on this for influence in your organization
My organization is in the midst of a dramatic change and in order to implement it successfully, analyzing the existing culture and identifying what actions to take to adapt to the change is very important. This is exactly what management has done with our department for the past couple of months. Because we have worked together for years, our group’s basic assumption is to step up when help is needed to maintain the continuity of care afforded to our members. With the impending change, management is concerned that our group might not be cohesive enough to handle this change.
To help our group, they sent an HR person to come and talk to us about what we can and cannot influence. She also asked each one in the room what concerns us whenever change is happening. I was very surprised to hear my colleagues rattle off fear of the unknown, concern about extra work, concern about competency, will they get compensated and where does that leave them as their concerns. This is exactly what we discussed in my Leadership class! And just like the class, we explored various reasons why some people adapt to change easier than others (some just do not want to be bothered, or do not want to learn new skills) and what are the signs of resistance (slow response, acting confused, asking questions repeatedly). We discussed what management can do to make change easier to accept (providing training, on-going support) and finally, how management could get the staffs buy-in and support (newsletters, rallies).
In our second session, the HR person asked us about the organization’s values, one of which was Respect. She went around the room asking each of us what respect means and there were more than one answer. She then said that in order to achieve organizational alignment, the organization and the staff have to be on the same page when it comes to its values. I am sitting on my chair thinking my Leadership class was so dead on! Once everyone is on the same page, the staff would be more than willing to embrace change.
In this class I found out my leadership style is that of a Follower. I tend to shy away from risky and controversial decisions. I also tend to select solutions that have been proven. Because healthcare is reliant on Evidence-Based and Knowledge-Based Medicine, I think my leadership style would fit in nicely in encouraging full collaboration with physicians to achieve good outcomes and improve the delivery of care.
