Edited by Myron D. Fottler, Donna Malvey and Donna J. Slovensky
Chapter 12: Organization change and transformation
It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change. (Charles Darwin) No one would argue with the statement that there is a high degree of uncertainty about the future of the healthcare industry in the United States as reform initiatives roll out across all segments to increase access, improve quality, and slow the rate of spending. For health services organizations this means a paradigm shift as to how they will need to operate for future success. As a result, organizations are considering and engaging in redesign to include more alignment and inclusion across health systems (Fischer et al., 2009). For example, the new accountable care organizations (ACOs) are expected to “integrate and coordinate the various component parts of healthcare, such as primary care, specialty services, hospitals, home healthcare; and to ensure that all parts function well together to deliver efficient, high quality, and cost-effective patient-centered care” (Borkowski and Deppman, 2014, p. 195). To accomplish these goals requires individuals that appreciate the complexity of leading organizations through change, considering that for every successful corporate transformation there is at least one equally prominent failure (Ghoshal and Bartlett, 2000). Managing change is a complex, dynamic, and challenging process. Therefore, understanding change at both the organizational and individual levels is critical for success.
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