LDR 615 Topic 8 DQ 1 Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees

LDR 615 Topic 8 DQ 1 Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees

LDR 615 Topic 8 DQ 1 Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees

LDR 615 Topic 8 DQ 1 Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees

For this discussion issue, I would consider the contracting field. Many people are compelled to contract for monetary reasons. Contracting has changed dramatically over the years. Personal experience has taught me that contactors are paid more during wartime. The Department of Defense and other governmental institutions use this method to recruit employees, but many followers are unaware that they may be placed in a harsh environment with few resources/essentials. Many people become ill while working abroad as a result of poor living conditions and working with people from other countries with different sanitary ideals. As a result of these developments, the military, the Department of Defense, and other organizations provide supplies such as care packages, fresh food rations such as MREs (meals ready to eat), shelter, and ground security (military and contactors). Rest and relaxation, also known as R&R, are important factors. I had a coworker who had not taken R&R in over two years because he wanted to save money for a home purchase about two years ago.

Our supervisor noticed a significant difference in the employee’s attitude, tardiness, and nearly colliding with another coworker while driving. The gentleman dozed off while driving. As a result, everyone was required by the contract to take R&R every three months or risk being fired. To avoid massive litigation, the DoD approached such issues with caution. After a few months, a study concluded that there were fewer burnouts and that people were more motivated to work. Social connection and the support of friends can be a welcome change of pace that can help us “recharge.” Another change was that leaders were held accountable for ensuring that their subordinates took R&Rs on time, regardless of mission. The third change was the firing of leaders who took shortcuts.

Consider an organization in your field or industry. Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees. Describe three factors to consider when making sure that the changes made become permanently imbedded in the organization’s culture.

Hi class,

There are numerous key factors to consider when implementing change within any organization. Change occurs frequently and rapidly in the field of digital marketing. Making the entire leadership team a role model for the change, looking at how the change can/will impact the employees, and ensuring the change is fully submerged within the entire company, not just one portion, are the systems that are required to facilitate continuous change. This last point is critical; as a leadership team, you don’t want to put all of the change on one person or department because that is where burnout and work quality will suffer. These three elements will include everyone, but they will also make the leadership team a group that other employees can look up to and model in order for continuous change to occur.

Harshak, A., Aguirre, D., & Brown, A. (2010, December 10). Making Change Happen, and Making It Stick. Retrieved from: https://www.strategy-business.com/article/00057

Class,

For this discussion I want to use the industry Im most familiar with, law enforcement. In Police1, a popular police based publication, the utilize this method to change as a means to preform effective change with little negative issues, like burnout or toxic attitude.

1. Identify Changes Needed and Create Urgency for the Change

What internal and external factors might impact the success of transformational change at your organization? Keeping these factors in mind, generate a list with your team of the most pressing changes needed, then conduct a SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) to help determine what your strategic plan should address. Then narrow down your list of goals depending on how complex you want the change effort to be.

Also Read: DQ During a change initiative, what can organizations use to identify or verify truly objective and measureable success?

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2. DETERMINE THE FUTURE DESIRED STATE

Conversations for the future desired state naturally occur in the first step. However, your projected outcomes become more targeted as you discuss and plan specific strategies.

This is where the importance of mapping out your plan comes into play, such as determining who is in charge of what strategies, creating deadlines for completion of the work involved, reviewing how and when your plan will be implemented, and details of the revaluation process.

3. GENERATE BUY-IN AND COMMITMENT

Reflecting upon the TCP at the Marina Police Department, I found this step to be the most crucial. The project leadership team stepped up and raised their standards of excellence as they actively embraced personal and professional improvements together.

As such, peer accountability, trust, teamwork, open communication and active listening quickly became the tenets of a revitalized leadership team, and the entire organization began to benefit from this early shift in culture months before the TCP officially launched.

4. Action and implementation

This step involves completing predetermined tasks for each of the goals created to ensure the strategies are completed and in place by the official start date and then implementing the changes.

5. Evaluate, reconstruct and begin the next phase of transformational change

The positive results of the TCP as indicated by the members of the police department through various forms of revaluation data, such as interviews and surveys, were very encouraging.

The main department-wide survey was an anonymous, internal electronic survey that was sent to all sworn and non-sworn personnel before the start of this project. As a result of this first survey, the data gathered revealed that employee satisfaction was rated at only 29% positive within the department. Ten months later, the same survey was sent out again and employee satisfaction had been elevated to a 63% positive rating! (Widener, 2020)

Resource:

Widener, A. (2020, September 1). 5 steps to begin leading transformational change in your agency. Police1. Retrieved November 28, 2021, from https://www.police1.com/chiefs-sheriffs/articles/5-steps-to-begin-leading-transformational-change-in-your-agency-tKAz4KxzZNYB9Ovt/

Replies

For this discussion question, consider the contracting industry. Many people are drawn to contracting for financial reasons. The world of contracting has changed dramatically over time. Personal experience has taught me that contactors are paid more during wartime. The military and other government agencies use this method to recruit employees, but many followers fail to recognize that they could be placed in a harsh environment with a limited supply of resources/essentials. Many people become ill while abroad as a result of poor living conditions and working with people from other countries who have different sanitary ideals. With these adjustments, the military, DoD, and other organizations are able to supply basic necessities like food rations and shelter in the form of care packages and MREs (meals ready to eat) (military and contactors). Another important factor is rest and relaxation, or R&R. I had a coworker who hadn’t taken a vacation in over two years because he was saving for a house down payment. Our supervisor noticedably improved the employee’s attitude, tardiness, and near-collision with another coworker. The gentleman dozed off while driving. As a result, a mandatory contract amendment was made, and everyone was required to take R&R every three months or risk being fired. The Department of Defense made avoiding potentially costly litigation a top priority (DoD). After only a few months, more people had less burnout and were more enthusiastic about their jobs. We all need time to “recharge,” and social interaction and friendship can help with that. Another difference was that, regardless of the purpose, leaders were held accountable for ensuring that their subordinates took timely R&Rs. The third change was that leaders who took shortcuts would be fired.

Reference

Recognize and prevent burnout (n.d). Recognize and Rise. Retrieved from:

Burnout

Great and informative post. I too have

experience in working, or over working to achieve a goal, like buying a vehicle in my

case I also noticed how this made me angrier, more tired and irritable, and

less approachable. My issues culminate in me wrecking my patrol vehicle in the

back of a vehicle parked on the hi way. After this i learned to take my rest

time. While i resented this at first due to habit and lost wage opportunities,

I learned to accept and respect this as it made me much happier and gave me

things money could not buy.

According to an article posted in the Clinical journal of the American Society of Nephrology, to achieve sustainable change, the initiatives must become the new way of working rather than something added to routine clinical care. Healthcare is an every-changing field in which systems must be put into place to ensure continuous change is facilitated without compromising quality or resulting in employee burnout. The National Health Service Sustainability Model is an example of a way to identify issues that affect long-lasting change. Within this model there are various tools such as performance boards, standard work, and improvement huddles. The performance boards allow leadership to communicate improvement results to staff. Standard work is a visual or written outline of current evidence-based practice to provide a framework for improved patient care. Improvement huddles are short, regular meetings among staff and leadership to identify anticipated problems, review employee’s performance, and support a culture of improvement. An example of an improvement huddle would be code teams that perform post-code huddles to discuss what went well and what to improve upon while running patient codes. Post-code huddles are crucial to improving quality of how codes are run as well as check on employees to reduce burn out (Przednowek et al., 2021). This ensures that evidence-based practice is being practiced throughout codes and are embedded in the organizations culture.

References

Przednowek, T., Stacey, C., Baird, K., Nolan, R., Kellar, J., & Corser, W. D. (2021). Implementation of a rapid post-code debrief quality improvement project in a Community Emergency Department setting. Spartan Medical Research Journal, 6(1). https://doi.org/10.51894/001c.21376

Silver, S. A., McQuillan, R., Harel, Z., Weizman, A. V., Thomas, A., Nesrallah, G., Bell, C. M., Chan, C. T., & Chertow, G. M. (2016). How to Sustain Change and Support Continuous Quality Improvement. Clinical journal of the American Society of Nephrology : CJASN, 11(5), 916–924. https://doi.org/10.2215/CJN.11501015