Hill Country Community Hospital is a 100-bed acute-care facility in rural Texas. Thehospital has served the local community for over 40 years but has experienced financial decline over the past 3 years. Hospital administrators believe that the best way to cut costs is to terminate all contracts with staff physicians and allow alarge, Dallas-basedphysician group to take over in-hospital patient care. The move would quicklysolve the current budget crisis, even enabling the hospital to show a profit for the fiscal year.

However, community residentsstrongly oppose the plan, as they have always been accustomed to receiving in-hospital care from their family physicians. The proposed move is creating public relationsproblems, both with external and internal audiences.

Employeesare also highly resistant to the change, as theyfear that their jobs may also be outsourced and that bringing in outsiders to provide patient care will ruin the hospital's reputation. This is creating emotional labor, poor morale, and increased patient complaints.

Use the above scenario to respond to the following prompts:

• Assess how change models can be applied to the Hill Country Hospital case study.
• Identify and discuss two theories and two models related to change resistance.
• As you reflect on the Hill Country Hospital case study, explain the theories you observe and how you would implement oneor bothof the change models you identified to help this organization reestablish homeostasis.
• Provide a brief discussion of how you might evaluate the efficacy of your interventions. Include in your response because evaluation is important to the process.

References:

Caruth, D. L., & Caruth, G. D. (2018).Managing workplace resistance to changeLinks to an external site..Industrial Management, 60(4), 21-23.

Hallak, D. (2015).Coaching people to change, one step at a timeLinks to an external site..TD: Talent Development, 69(3), 72-73.

Klonek, F. E., Lehmann-Willenbrock, N., & Kauffeld, S. (2014).Dynamics of resistance to change: A sequential analysis of change agents in actionLinks to an external site..Journal of Change Management, 14(3), 334-360.

Lunenburg, F. C. (2010).Approaches to managing organizational changeDownload Approaches to managing organizational change.International Journal of Scholarly Academic Intellectual Diversity, 12(1). 1-10. http://www.nationalforum.com/Electronic%20Journal%20Volumes/Lunenburg,%20Fred%20C%20Approaches%20to%20Managing%20Organizational%20Change%20IJSAID%20v12%20n1%202010.pdf

de Pdua, S. I. D., da Costa, J. M. H., Segatto, M., de Souza Jnior, M. A., & Jabbour, C. J. C. (2014).BPM for change management: Two process diagnosis techniquesLinks to an external site..Business Process Management Journal, 20(2), 247-271. https://doi.org/10.1108/BPMJ-03-2013-0039

Swann, A. (2018). Getting there: Making the change. InThe human workplace: People-centred organizational development(pp. 183-207). Kogan Page.

Swann, A. (2018). Final thoughts. InThe human workplace: People-centred organizational development(pp. 208-212). Kogan Page.

Varney, G. H. (2017).Change your change process and make change workLinks to an external site..Organization Development Journal, 35(1), 25-33.

Wheeler, T. R., & Holmes, K. L. (2017).Rapid transformation of two libraries using Kotter's eight steps of changeLinks to an external site..Journal of the Medical Library Association, 105(3), 276-281. https://doi.org/10.5195/jmla.2017.97

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Applying Change Models to Hill Country Hospital Lewins Change Management Model Lewins model consists of three stages unfreezing changing and refreezing In the context of Hill Country Hospital the firs... View the full answer