MHA FPX 5040 Assessment 3 Case Study Analysis – Part 2

MHA FPX 5040 Assessment 3 Case Study Analysis – Part 2

Ellen often demonstrated her use of expert power. People with expert power perform critical tasks and are deemed indispensable. Their opinions, ideas, and decisions are highly regarded and influence others. Possession of expert power often leads to other sources of power, such as legitimate power (Sports Conflict Institute, n.d.). Ellen negotiated a lucrative deal for a new neurosurgery department, identified key individuals for replacement, and brought in people with expert power to rebuild key departments. She had proven her expertise even before joining the organization.

Referent power is defined as influence over others acquired from being well-liked or respected (Sowards, 2019). Referent power works in combination with other types of power and is often considered charisma. Ellen used this type of power to gain support for the organization’s vision. Her town and community physician meetings helped her gain support and rebuild trust. Her charisma in communication enabled her to affiliate with one of the state’s largest primary care groups.

Effects of Changes on Departments and Stakeholders

Ellen assessed the organization’s mission before making any changes to align with the mission and vision. Change is difficult, especially in an organization with financial challenges. Strategic thinking is essential before making changes, involving synthesizing and analyzing information to envision strategies and tactics needed to achieve a goal (Rubino, 2020). Ellen needed to understand the environment to make effective changes.

Ellen was transparent with both employees and the board from the start, despite expected resistance. She pushed for necessary leadership changes even against a board member’s opposition and showed the same financial data to the board and staff. This transparency resulted in support from both. Emails from employees indicated awareness of issues but a lack of clear information. Ellen’s transparency provided the needed information and garnered their support. She practiced authenticity, using stories and transparency to inspire her audience and personalize the organization’s message.

MHA FPX 5040 Assessment 3 Case Study Analysis – Part 2

Ellen referred to Tufts-NEMC’s culture as “Avis,” meaning the people tried harder. The staff was willing to work with her through changes, expressing love for the organization and a desire to improve it. She spoke with physicians who left the organization to understand their reasons and communicated changes and updates to other physicians. Her communication efforts improved recruiting and retention.

Ellen also worked to strengthen communications among the leadership team, reinforcing the need to follow the chain of command by involving the COO in meetings. This gave support and power to other leaders. She met with staff at various hours and levels to create a sense of inclusivity and thanked them for attending meetings, communicating gratitude and teamwork.

Effects of Communications on Change Implementation

Ellen used multiple methods to communicate changes at various organizational levels. She clearly conveyed the urgency of the situation to everyone, avoiding complacency by being transparent about the organization’s dire state (Kotter, 2012). This method alerts everyone to the need for change.

She communicated a vision and gained support to implement it. Town meetings worked so well they are now held twice a year. Frequent emails updated staff on the organization’s financial standing, keeping employees engaged. Emails also communicated delays in the length of stay to remove barriers and improve overall processes. Leadership used the collected data to address barriers.

Conclusion

Change is difficult, especially during uncertain times. It is an ongoing process in organizations, constantly seeking opportunities, identifying initiatives, and completing them efficiently. Change involves searching, doing, learning, and modifying and has become pervasive and persistent (Hodges, 2016). Ellen’s success at Tufts-NEMC was primarily due to her ability to inspire others and lead with integrity and honesty. Her expertise in organizational transformation was crucial, but her ability to sell the vision for the organization was essential.

References

Abudi, G. (2020, September 22). The 5 Types of Power in Leadership. Retrieved from Quickbase: https://www.quickbase.com/blog/the-5-types-of-power-in-leadership