CHE Behavioral Health Services and change on the delivery of services
The increased competition among organizations and the demand for quality products and services influences most organizations to implement constant changes to become successful in the industry (Cameron & Green, 2015). However, the internal and external factors could trigger the need for changes. For instance, the introduction of new technology in a healthcare institution could be used to enhance the quality of life for terminally ill patients and the general patient care in the healthcare facility. The management could also introduce policies and new regulations to guide the staff on how to facilitate the efficient use of the resources and to improve the general performance of the healthcare facility. An example of an organization that has responded to changes is CHE Behavioral Health Services. It is an organization that has been in existence since 1995. It focuses on the provision of behavioral health services (CHE Services, 2019). The organization, therefore, offers psychiatric and psychological services to the mentally challenged individuals in the United States. The organization also has highly skilled and competent nurses, and conducive adult homes and rehabilitation centers to facilitate the need to meet the demand of the patients’ needs.
Moreover, CHE Behavioral Health Services integrates the psychological services into the healthcare system to provide quality mental health care thus employs competent staff who are not only skilled but are compassionate and maintains integrity. The organization also works with partnered facilities to offer quality behavioral health services with the aim of improving person-centered care programs to enhance the quality of life and the functional capacity of the residents and to provide support to the health care providers to motivate them as caregivers (CHE Services, 2019). The response to changes in CHE Behavioral Health Services is therefore due to the internal and external factors. These factors significantly affect the performance of CHE Behavioral Health Services.
The degree to which the change has been destructive and how the organization respond to the change dynamics
The change has resulted in a significant impact on the delivery of behavioral health services. Initially, there the organization experienced change resistance from some staff but the management was able to correct the situation before it could reach a crisis stage. Resistance to change disrupted some activities in the organization and reduced the performance level of the employees as well as the quality of services provided to the patients. Not all employees can readily accept changes (Cameron & Green, 2015). For example, some employees perceive the change in technology to be a threat to their job security. The organization members at CHE Behavioral Health Services also fail to adapt to the new organizational culture since they wanted to maintain their positions. The management resolved the issue of employee resistance to change by incorporating efficient communication strategies. The management continued to hold stakeholder meetings to discuss the change details (CHE Services, 2019). The employees and communicated to the employees on the anticipated impact of change and why it was necessary thus enhanced the acceptance to change. The organization also uses the new technology for research and development to produce new products and services for improving patient’s quality. The organization also continues to work to with the senior management and addresses the dynamics of change therefore able to respond to any element that might be an obstacle to the change process.
Strategies the organization used in the change plan and the level of success the organization experiences
CHE Behavioral Health Services has always responded to change since it operates in a competitive environment. Both the internal and external forces have influenced the organization’s need to respond to changes. The organizational culture, leadership styles as well as the diverse workforce has triggered the need for the organization to implement changes (Cameron & Green, 2015). The healthcare industry is also competitive and influenced by the economic and technological changes hence the organization have had to make changes to remain competitive in the industry by producing quality products and provision of quality services to patients. It has also adopted the use of new technology for efficient decision making and to enhance the quality of the patient’s life. The organization also strives to offer quality services and product using low cost approached top to respond to the economic factors.
Furthermore, CHE Behavioral Health Services ensures that it achieves its strategies by implementing the use of Kurt Lewin model. This organizational change model is beneficial in the organization as it involves three phases which are unfreezing, change and refreezing (Cameron & Green, 2015). The model first determines the reasons for the decrease in the organization’s performance. The management thus seeks to obtain useful information on the employees and strategize on how to respond to the identified issues. The result revealed that there was a lack of motivation among the employees, poor communication and poor working conditions thus affecting the quality of services delivered to patients (CHE Services, 2019). The management, therefore, developed a strategic plan to address the issues, and the overall outcome was improved delivery of services.
The effect of the change on stakeholders
The management had identified one of the issues that affect the performance of the employees was lack of motivation thus responded by deciding to motivate employees through the introduction of a reward system (CHE Services, 2019). However, the stakeholder’s profits reduced and they also had issues with the lack of proper communication from the organization. The management thus introduced proper online and offline communication channels to facilitate the flow of information in to the employees and other stakeholders (Carnall, 2018). The management implemented the changes to address the issues identified thus impressing the stakeholders as the management incorporated all the changes in the system and the information is available and easily accessible.
The shareholders also aim to improve the employee’s working condition and advocated for the organization to purchase computers that will facilitate the retrieval of the patient’s information. The computers also enhance effective decision making since every stakeholder have access to information (CHE Services, 2019). The organization has introduced rules that govern its operations thus improving services offered to patients.
The overall implication of change on the interdepartmental collaboration
The change has resulted in significant benefits in various departments in the organization. There is increased communication within the departments as the organization implemented the use of information technology that allows the employees and the executive staff to have access to information at any time (CHE Services, 2019). For instance, the nurse can access the patient’s information and forward to other healthcare professionals concerned with the treatment and recovery process of the patient thus improving quality care (CHE Services, 2019). The management can also have quick access to information of the need to changes in the organization thus facilitating the decision-making process that leads to improved performance of the employees and translates to quality services.
My opinion on the leader’s response to the change
Several factors facilitate the need for change thus CHE Behavioral Health Services, consider change as a necessary process for it to be successful in the competitive healthcare industry. Technology has an impact on almost all activities in an organization. CHE Behavioral Health Services, therefore, anticipated changes in technology thus allocate resources to respond to the dynamic changes in technology. For instance, the organization now uses information technology to prevent the loss of the patient’s information. The organization has also formed a strategic partnership with various healthcare facilities in the U.S thus received broaden its activities and reach out for many patients (CHE Services, 2019). The organization also continues to employ highly skilled and competent employees who understand when change is necessary thus reduces the possibility of resistance to change. Competent employees can conduct independent research on the current issues in the healthcare industry, therefore, avail useful information to the management and they incorporate the opinion of the employees in the decision-making process thus coming up with effective decisions. The management also maintains an efficient communication with the employees and the staffs at a different level in the organization, therefore, has access to employees’ needs and respond to the issues at the right time hence improves the quality of services.
It is necessary to note that not all employees will accept and adopt the change in an organization. It is thus essential that CHE Behavioral Health Services has an efferent change plan before the implementation of a change. The organization should identify various reasons for the possibility of experiencing change resistance and address them as soon as possible. There is also a need to introduce sensitization programs on the need for change and the expected outcome of the change (Carnall, 2018). Even after the implementation of the change, the management should continue to communicate and find out the progress to determine if there is a need to make adjustments for the success of the organization.
In general, organizations that aim to be successful in a dynamic environment must make changes. The management should, however, strategize on how to reduce the incidences of change resistance since most changes made are not only for the benefit of the organization but also the employees and other stakeholders. Communication remains a vital component in the organization as it facilitates operations that lead to improved performance.
Cameron, E., & Green, M. (2015). Making sense of change management: a complete guide to the models, tools, and techniques of organizational change. Kogan Page Publishers.
Carnall, C. (2018). Managing change. Routledge.
CHE Services (2019). About CHE. Retrieved on March 21, 2019, from https://www.cheservices.com/