In a bid to achieve desirable change, it is very important that action research is embraced. As such, change is not merely a one-off thingThe change that is required here is an ongoing process that should be implemented in a more systematic fashion.
As such, Senior & Swailes OD model is highly desirable for the implementation of the required change. According to Senior and Swailes (2010), organization change should take into consideration four major aspects. These include the organization of the personnel, the organization of tasks, the appropriate technology, the structure of the organization and the organization of the environment. In adopting this change model, the following steps ought to be followed: diagnosing the current situation, developing a vision for change, ensuring that there is prior commitment to the vision, developing a comprehensive action plan, implementation of the change, and finally the assessment and reinforcement of the change (Senior et al., 2006). The major aspects of the model that are relevant for this model is that it identifies the need to deal with change over the medium to long term, collaborate and bring the organization on board as a whole as well as its parts, have the support and involvement of the top management and draw upon the behavioral sciences (Senior & Swailes, 2010). The PDSA cycle is very instrumental within this model as it requires a plan to test the change, conducting the test, learning and observing from the consequences and determining the modifications that can be done thereby.
Practices to engage in the organization development process
Diagnosis of the current situation
There are no effective primary control measures because many aspects such as blood lipids, blood pressure, and blood sugar levels are not tracked. Access to primary care has also been problematic as evidenced by the very many complaints from the stakeholders about the same. The extent to which individuals access the organizational services is below the capacity of the organization itself. The providers rarely engage in such initiatives as educating the patients and taking into consideration the medical history of the patients before making prescriptions. This has led into occasional medical errors in the organization (Burke & Noumair, 2015). Educating also assists in the primary prevention of some diseases. There are no data collection mechanisms that can be relied upon since most of the information is only captured at the point which the patients visit the provider. As such, the performance measurement systems is lacking, and this puts the organization in an awkward position whereby efforts are applied in a way that is likely not to be proportionate with the need for such efforts. The patient or customer experience at the facility is not adequately captured because there is no follow-up to ensure that the surveys that are in place are completed. The medical errors and the hygiene compliance levels are poorly traced (Burke & Noumair, 2015).
Developing a vision for change
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