Companies that attempt a change fail because of the unexpected barriers so it is important to understand them. Though these leaders are not effective, they have been there a long time and they are well known by everyone. There will certainly be some individual contribution to putting up barriers to this part of the change. There will be disbelief, anger, and reluctance on the part of the employees. The board will be to initiate this change right away. They will have to establish a sense of urgency, assuring that the plan is fully defined and skillfully present the plan to the hospital. They will have to be sure to include all of the benefits this transition will bring to the hospital employees. Publicize any success that is possible right away (Jick & Peiperl, 2007) and try to separate the change from the past. There are both individual and structural barriers here.
There will be a sense of loss of power to that management group that is left which is essentially an individual barrier. The mid level directors for example. This fear of loss of power will also cause a barrier to the change with managers dragging their feet and even manipulating to cause problems with the change. This will need to be handled right away not allowed to sit so it will not get out of hand. Bringing this group in ahead of time and showing them what the change could mean for them and for their staff will be very important. It will be important here also to establish a sense of urgency in convincing the management staff of this change. Incentives are a good thing to use in this instance assuring that both formal and informal leaders are on the side of the change. Complacency cannot be tolerated during this process and it is essential to assure that everyone is on the side of the change (Kotter, 2007). The board will need to continue to bring about this part of the change.
Once the management and senior management group are aligned and the plan is organized