Health Care Center for the Homeless: Changing with the Times case study
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Health Care Center for the Homeless: Changing with the Times case study
How can the Health Care Center for the Homeless (HCCH) anchor the achievements of change in the culture?
Anchoring change in HCCH will imply that the change effort should have significant results for the organization. It is possible by Burns discussing the superiority of the changes that are to be caused and explaining its importance. Organizations like HCCH have a robust and influential culture that is essential for long term survival. It does not imply that the culture is the best for the organization, as the leaders must be willing to adapt to the new changes and find values of the latest changes that are impossible to resist. The organization has been facing a challenge because of a lack of recognition and distinction in the market. These have been about the misconception that the organization is having with the public. It created the need to create a new culture, where Burns sources for the help of an external firm. The organization provided the need for HCCH to do a rebranding and redesign all marketing materials. These were essential in increasing Burn’s refocusing on the organization, as he offered new strategies. These needed changes cannot occur without the supervisors’ help, as they involve changing organizational culture.
Utilization of Kotter’s Change Model to bring the New Brand to fruition
Burns has embarked on changes that will be essential for the organization. As such, the use of Kotter’s change model will be crucial in bringing change into the organization. As a result, Burns will have to use Kotter’s model (Pollack & Pollack, 2015). The first step involves establishing a sense of urgency, which implies that the organization’s leaders should understand the type of changes needed. The second step consists in creating a guiding coalition. Herein, Bruns will have to make a team that will be implementing the required change i.e., rebranding and redesigning the organization. As such, he should select the best team for the job before articulating the details recommended by the outsourced company to them. Third, developing vision and strategy is essential, as this will revolve around the need to rebrand and redesign the organization. After this, he will communicate the vision to the team by employing the simplest form of communication channels to disseminate information. Fifth, he must ensure employees are empowered for their skills and efforts to achieve the necessary change. During the implementation of change, he will generate short-term wins to ensure that there is motivation o the team. Sustenance of the acceleration will be essential in achieving the desired goas (Small et al., 2016). Lastly, Burns will have to institute the change to the overall population.
References
Pollack, J., & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organizational change program: Presentation and practice. Systemic Practice and Action Research, 28(1), 51-66.
Small, A., Gist, D., Souza, D., Dalton, J., Magny-Normilus, C., & David, D. (2016). Using Kotter’s change model for implementing bedside handoff: a quality improvement project. Journal of nursing care quality, 31(4), 304-309.