LDR 615 Topic 3 DQ 2
DQ: What is “disruptive change,” and how is this different from “incremental change?”
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Topic 3 Summary
Hello Class,
Our discussions regarding the role of leaders during change initiatives and the organizational impact of disruptive change were deeply enlightening! I believe the following quote by Christensen and Overdorf (2000) provides an excellent summary of Topic 3:
Despite beliefs spawned by popular change-management and reengineering programs, processes are not nearly as flexible or adaptable as resources are and values are even less so. So whether addressing sustaining or disruptive innovations, when an organization needs new processes and values – because it needs new capabilities – managers must create a new organizational space where those capabilities can be developed (pg. 72).
Due to the fact that new innovations, technologies, and discoveries are being made in regard to healthcare on a daily basis, reengineering of health care can occur often. Nurse manager and nurse leaders contribute significantly to this process of reengineering as they serve as the liaison between leadership making changes and the beside nurse for which the changes are going to effect. Good nursing leadership shapes an environment in which communication, accountability, decision making, and culture lead to better patient outcomes and safety along with retention of nursing staff to provide that care. Nursing managers have the ability to set the tone for their staff when it comes to change within an organization. A good leader generally has good staff that work together towards a common goal, providing the safest, high-quality, evidence-based care possible. Shared governance, according to Vanderbilt University Medical Center, n.d., para1 as cited by Helbig, 2018, is a “professional practice model, founded on the cornerstone principles of partnership, equity, accountability, and ownership that form a culturally sensitive and empowering framework, enabling sustainable and accountability-based decisions to support an interdisciplinary design for excellent patient care”. Instituting a shared governance within an organization can create an actively involved team of nurse to work together for the greatest good for the patients. When nurses feel they are being heard and their ideas and feelings are being considered, that can make for a more productive work environment and thus increase patient outcomes. Helbig (2018), identifies four principles through which decisions are made when practicing shared governance. They include accountability, equity, partnership, and ownership. Each of these principles are important when any type of change or reengineering to an organization is occurring.
The solutions offered by Christensen and Overdorf (2000) include creating new boundaries for existing organizational structures which facilitate new and enhanced processes or acquiring a new organization altogether which better facilitates new processes as a result of the change. Notice that their solutions are mostly process focused and not people-centered. In our discussions, we also brought up the importance of not losing sight of “people” and employee buy-in during times of change as well.
References
Christensen, C. M., & Overdorf, M. (2000). Meeting the Challenge of Disruptive Change. (cover story). Harvard Business Review, 78 (2), 66-76.
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Replies
Disruptive change is a non-localized future irreversible and change in the organization that affects a portion of the healthcare industry/organization that does not affect a localized area but rather the entire valued network/organization (Smith, 2014). Disruptive change is one that is powerful, abrupt, and can lead to concerns when an organization does not choose to follow suit, and in result they may be left behind (Day, n.d.). The response of how the organization handles the disruptive change will affect the team members involved within the unprepared abrupt changes that are occurring.
Incremental change is when change occurs at a slower pace over time, less drastic and gradually develops changes/plans within the organization (Day, n.d.). Incremental change can improve efficiency, gives understanding, and build stronger rapport and moral within the organization.
Disruptive changes occur every day in our lives; however, the COVID-19 pandemic has caused an increase in disruption. The Covid-19 pandemic placed disruptive change, crisis mode, on many aspects of my organization from available resources, chain supply, staff,
visitor policies, technology, and elective surgical cases being canceled, to list a few. With the changes that have occurred within my organization will/has affected the whole organization. An example of disruptive change that is currently occurring at my organization is the need to have to cancel elective surgeries either the night before, morning of, and in some cases when the patient arrives at the hospital due to not having enough hospital beds and/or staff at that very moment. With my hospital needing to cancel elective surgeries and if other hospitals are not needing to, it can cause our organization to lose patients to another organization especially when they are being canceled on the spot of arrival. Another example of disruptive change during the pandemic is technology and the use of telehealth/telemedicine visits. This has been a challenge for many patients since many may not have the technology tools to complete these visits, not educated clearly on how to use the tools and/or financially unable. Abrupt technology has caused patients difficulty in accessing their electronic health record portals and communicating to their provider through them. “A lot of the changes are so gradual that they don’t even qualify as news, or even as interesting: they’re so mundane that we just take them for granted. But history shows that it’s the mundane changes that are more important than the dramatic ‘newsworthy’ events”-Robert D Kaplan (Fingerprint for Success, n.d.).
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References
Day, J. (n.d.). Incremental change vs disruptive innovation: What’s the difference? https://ideascale.com/what-is-the-difference-between-an-incremental-change-and-disruption/
Fingerprint for Success. (n.d.). Incremental change. https://www.fingerprintforsuccess.com/traits/incremental-change
Smith, C. (2014). Meeting the challenge of disruptive change. https://change.walkme.com/meeting-the-challenge-of-disruptive-change/
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Replies
The disruptions that we are seeing in healthcare are changing daily with impacts we never could have planned for. Changing policies and procedures weekly, sometimes more than once peer week based on the circumstances we have at that particular moment. We are facing supply chain issues, staffing issues, bed availability issues some all at the same time, having to prioritize them more than once throughout the day. The concerns for those learning to deal with the changing telemedicine technology, especially when they may be isolating themselves from their family and friends who they rely on for help, is a large concern. With incremental changes we could educate and demonstrate how telemedicine works and allow them to slowly get used to this technology. The pandemic did not allow for that learning curve. We are seeing patients waiting to seek treatment for illnesses being much sicker than normal when they are seeking care and seeing and later diagnosed cancers. While we continue to fight the pandemic, we need to also be working toward getting routine care routine again.
Blessings,
Incremental change refers to improved efficiency and sustainability in a manufacturing environment, transactions, and supply chains, all while remaining within the operating model. Incremental change that leads to increased sustainability efficiency is necessary, but it is not sufficient. The incremental change that leads to sustainability efficiency is a necessary but not sufficient condition (AEEN, 2021). Well this is true, at least if the goal is to create a long term sustainable financial structure with a positive net impact on society’s natural resources. Leaders, on the other hand, have entrepreneurship and innovation through beginning and organization with a strong, with the former being the implementers of projects and the other being the usual integrators of such initiatives in the field.
Disruptive change, on the other hand, occurs when value creation are intrinsically threatened, altered, or reinvented. Leaders will need to explore and invent for disruptive change, which means that organizations will face many unknowns and high risks. Very often, neither the end goal nor the solution path is known in advance. This is a challenge for any organization involved in fostering disruptive change in corporate sustainability. The most difficult aspect of disruptive innovation is not coming up with new ideas (Hoehn, 2018). There are already many ideas; the real challenge is to put them into action and make them work. These are and will remain an important, but they must be accompanied by procedures that encourage disruptive change. However, in sequence for a change to be disruptive, leaders must investigate, put in a lot of effort and work, exploring and implementing new investment and manufacturing models that they do not actually understand how they will work, because there are many unknowns to somehow be solved or even too high risks to take, especially in the early stages of any organization on the value chain.