Leadership and Change Management Report

I intend to address the questions and the report by applying Lewin’s Force field analysis on the PESTELSWOT base analysis, this will help me in identifying both the drive and barriers to change. Stakeholders and power Children’s Hospital of Eastern Ontario (CHEO) is an independently operating pediatric healthcare located in Ottawa in Canada. The research center which is also a health care for both children and the youth reaps approximately $200 million annual revenue from its operations. The stand-alone health center has over 2,500 qualified doctors and nurses, 7,000 professional manages, admits over 7,000 surgeries and has over 200,000 clinic visits (Beerel 2009). Children’s Hospital of Eastern Ontario is funded by the Canada Ministry of Health, Ministry of Children and Youth Services and Longer-Term Care.

The government of Canada is one of the crucial stakeholders in the pediatric center, it offers healthcare support financially from the respective ministries such as the health ministry. The federal government usually makes plans related to budgeting and expenditure. The public, it has a large stake in the Children’s Hospital of Eastern Ontario. As the consumers of the health care services, the public is often concerned with the cost, quality, and accessibility of the health care. In addition, the community or the public has a more extreme positive view of the healthcare promotion as compared to any other stakeholder (Domingues, Flores & Lindsey 2015). They include the following Alex Munter. He is the chief executive officer and the president of the organization.

He is a well-experienced individual has worked in the healthcare leadership docket for over 20 years (Schram & Silverman 2012). Darlene, she is the CFO and also the Vice President of the Corporate Services. She provides leadership and champions in many financial healthcare services, in support of the youth, children and needy families. There exist different types of change in both small and large organizations, types of change include developmental, transitional and transformational change. Developmental changes are ones which are intended at improving the current organizational procedures, transitional changes are intended at replacing the already existing processes with new and effective processes. For instance, transitional change includes the implementation of new technology in the organization's processes (Windrum & Koch 2008). Transformational changes involve completely reshaping the business processes and strategy, often it results in the shifting of the work culture.

Example of transformational change includes reforming a product or a service in order to meet the unexpected competition or any dramatic reductions that can occur in revenue. The last stage is the refreezing stage, it involves the establishment of stability inside the organization once the change has been made. PESTELSWOT Technological innovation is one of the key forces for change in the organization. This particular technological factor and a force for change aimed at ensuring that the hospital has a well-updated software that ensures quick retrieval of information from one central server. This was a major breakthrough and a roadmap for Children’s Hospital of Eastern Ontario in ensuring successful administering of health care services in 2014, and at the end of that specific year, the project had fully been implemented (White & Chaubey 2005).

The project was also aimed at improving the conversion of over two million medical and laboratory records that could be accessed and used by hundreds of clinicians in the health sector and specifically by medical practitioners in that specific hospital (Windrum & Koch 2008). This has resulted in better coordination in patients’ appointments with their respective doctors, eliminating multiple trips that the individual and family used to have previously. Establishment of procedures and policies before and after the implementation of the project was one of the organization’s strengths and also a key drive force at ensuring the implementation of the project. Children’s Hospital of Eastern Ontario was able to achieve the implementation goal by carrying out the following activities. First, the team involved in the electronic medical records had a well detailed and realistic plan which was aimed at accomplishing the set project.

The team which was led by the CEO had first planned the project before implementing it. In the volatile market which is associated with technology advancement, change is unpredictable, constant and organizations that fail to adapt to the struggle will definitely shut down. However, just like in any other environment or sector, the health sector has its own barriers when it comes to implementation of projects (Zhou, David & Li 2006). The Children’s Hospital of Eastern Ontario faced challenges and barriers during the implementation of the Electronic Medical Records (EMR). The respective barriers will be discussed based on PESTELSWOT analysis. PESTELSWOT Based on the Lewis force analysis, uncertainty in economic conditions was an economic factor acted as a barrier to the successful implementation of the project.

Since the project itself required a lot of money, it was necessary for Children’s Hospital of Eastern Ontario to find resources for the project. The costs which were to be incurred included payments for the skilled team which was in charge of incorporating the Electronic Medical Records (EMR). The costs to purchase the software, and experiment whether it was functioning and installation costs (Windrum & Koch 2008). All these costs consecutively turned out to be a bit high for the organization to cope up with. Other costs which acted as a barrier to the change was employee training costs and maintenance. Government would impose fines to the hospital for not meeting the expected standards. It is the obligation of the government to ensure that products and services by organizations are up to the standards (Todnem 2005).

The government is also in charge of ensuring that the end-user is not negatively harmed by the process. This mandate by the government posed a threat to the organization as it feared it would be fined or shut down in case the project was not to the expected standards. Government taxes and fines would be avoided completely if the organization clearly and effectively abided and adhered to the set regulations by the mandated ministry. Children’s Hospital of Eastern Ontario has its own stakeholders who provide both financial and practical support, they include the government, end users and medical professionals such as doctors and physicians. Last but not least, I would recommend that both the government and the health sector should take action and create a certain infrastructure which necessarily supports the security and privacy of the Electronic health information.

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