You are a change manager at a large, urban hospital. The hospital recently acquired a 25-physician multispecialty practice. The goal of this acquisition was to improve preadmission and postdischarge primary care for patients. The acquisition was also intended to better meet the population health needs, which require the hospital to be increasingly measured and reimbursed. The practice was previously owned by the 10 physicians who started the practice over 25 years ago. Because of its origins, the practice has a very hierarchical culture that is reflected in its organizational structure. Owner physicians are at the top of the hierarchy, followed by employed physicians, then other clinical staff (nurses, medical assistants), and finally nonclinical front-office staff. You have been tasked with implementing a new team-based model of care delivery that more fully engages all members of the practice and puts patients at the center or “top” of the hierarchy.

A. Assess the current patient care delivery situation by doing the following:

  1. Identify five key stakeholders in the scenario.

a. Discuss the impacts of the acquisition on the key stakeholders identified in A1.

  1. Identify three barriers for change.

a. Discuss the criteria you would use to prioritize the barriers identified in A2.

i. Prioritize the identified barriers according to your criteria in A2a.

b. Explain three key leverage points for initiating change.

B. Develop a change management strategy (suggested length of 3–5 pages) to improve patient care by doing the following:

  1. Describe two approaches for implementing the new team-based model of care delivery.

Note: Proposed strategies should include consideration of organizational culture and patient-first (consumer centered) strategies.

a. Discuss the strengths of both approaches described in B1.

b. Discuss the weaknesses of both approaches described in B1.

c. Recommend one of the two approaches in part B1 based on the strengths and weaknesses of each one.

i. Justify the approach recommended in B1c.

C. Propose an implementation (suggested length of 3–5 pages) for the change management strategy from part B by doing the following:

  1. Describe the sequence of steps you would take to implement the strategy.
  2. Describe an approach for measuring whether the intended change is occurring.
  3. Discuss the challenges to sustaining the change once the strategy is initiated.

a. Describe two approaches for overcoming these challenges and sustaining the change.

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