South Florida Hospital News
Thursday August 6, 2020

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July 2008 - Volume 5 - Issue 1

Adapting to Change

In an industry where change is emergent and forthcoming, what is management to do for successful adaptation?

Virtually any advice is easier said than executed. It is, however, key to focus on critical and thriving issues, which may not be apparent. We don’t know where all the changes occurring in healthcare will lead, but we do know the objective for the changes: a safer and more cost effective healthcare regime for the people.

With the objective in mind, it is important to realign the outlook of organizations to one large team ready to make a commitment to the organization and healthcare, in general. If you consider the reforms as your ultimate hierarchy within the organizational charts, then the mission and efforts of the organization are shifted to meet and exceed the emergent and forthcoming changes. Achieving this is not a simple task, as the now team will go through the five stages of team building: form, storm, norm, perform and adjourn. That is, they have to achieve a synergized team where fact and eagerness for improvement/change is the foundation.

Next, key measurable outcomes ("metrics") are defined in support of the objective; and, a vehicle for achieving the metrics is defined. It is important to note that there are many tools and methodologies for achieving the now defined path for change. Whether you use known and widely accepted ones or build your own, the probability of success lays in three components:

  • Leadership – the ability for the executive team to roll-up their sleeves and look at the critical analytics presented to them by the individuals assigned to collecting and analyzing baseline information and any given project, area or process. As well as, the risk of effectuating change based on findings and recommendations.
  • Teamwork – the ability to work together with clear communication and focus on identifying core issues as well as making sound data founded recommendations.
  • Communication – the development and maintenance of a clear governance pathway for communication of successes, risks and roadblocks to achieving the targeted metrics.
The above framework is known as managing and achieving structured change. The forthcoming changes are inevitable, but the way in which these changes impact respective organizations can be managed by the choices leaders make. Organizations can choose to be a vehicle for change and reform. The changes are inevitable and the above described framework will take place, knowingly or unknowingly, in order for organizations to prevail.
In a world of undefined and unanalyzed paths, different results are mandated without a definition or expectation for change to that which drives the results. That is, it is the art of changing nothing and expecting something.

Deisell M. Diaz, Partner, DEIVIN, can be reached at

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