Organizational change is changing an organization’s structure, culture, or processes. It can be a complex and challenging process, but it is often necessary for organizations to survive and thrive in a changing environment.

There are many different reasons why organizations may need to change. Some common reasons include:

• Changes in the external environment: The external environment can change in various ways, such as changes in the market, competition, technology, or government regulations. Organizations need to be able to adapt to these changes to stay competitive.
• Changes in the organization’s goals: An organization’s goals may change over time. For example, it may expand into new markets or develop new products or services, requiring structure, culture, or process changes.
• Problems or challenges: Organizations may also need to change in response to issues or challenges. For example, an organization may be experiencing financial difficulties, declining morale, or customer dissatisfaction.

The process of organizational change typically involves the following steps:

1. Identify the need for change. The first step is to identify the need for change. This can be done by assessing the organization’s internal and external environment.
2. Develop a change plan. A change plan should be developed once the need for change has been identified. This plan should outline the change’s goals, the steps to achieve them, and the timeline.
3. Implement the change plan. The next step is to implement the change plan. This involves communicating the change to employees, providing training, and making the necessary changes to the organization’s structure, culture, or processes.
4. Monitor and evaluate the change. The final step is to monitor and evaluate the change. This involves tracking progress toward the change’s goals and adjusting as needed.

Organizational change can be challenging, but it is often necessary for organizations to survive and thrive in a changing environment. By following the steps above, organizations can increase their chances of success in implementing organizational change.

Here are some tips for successful organizational change:

• Involve employees in the change process. Employees involved in the change process are more likely to support it. This includes giving them input into the change plan and opportunities to ask questions and share their concerns.
• Communicate clearly and openly. It is vital to communicate clearly and openly with employees about the change. This includes providing them with information about the reasons for the change, goals, and timeline.
• Provide training and support. Employees may need training to develop the skills and knowledge they need to be successful in the new environment. Organizations should also provide support to employees during the change process. This may include providing counseling, coaching, or mentoring.
• Be patient and persistent. Organizational change takes time, and patience and persistence in implementing the change plan are essential. Organizations should only expect change to happen over time.
• Celebrate successes. It is important to celebrate successes along the way. This will help to keep employees motivated and engaged in the change process.

Organizational change is a complex process, but it can be successful with careful planning and execution. By following the tips above, organizations can increase their chances of success in implementing organizational change.

Organizational Development (O.D.)

Organizational development (O.D.) is a systematic process of improving organizational effectiveness by developing the organization’s structure, culture, and people. It is a field of study and practice dedicated to understanding and managing organizational change. O.D. practitioners use a variety of methods and techniques to help organizations achieve their goals, including:

• Needs assessment: This involves identifying the organization’s needs and challenges.
• Change diagnosis: This involves understanding the causes of the organization’s problems.
• Intervention design: This involves developing strategies for improving the organization’s effectiveness.
• Intervention implementation: This consists of implementing the change strategies.
• Evaluation: This involves assessing the effectiveness of the change strategies.

O.D. is a collaborative process that involves all levels of the organization. It is crucial to involve employees in the O.D. process, as they will implement the changes. O.D. practitioners work with employees to identify problems, develop solutions, and implement changes.

The goals of O.D. vary depending on the specific needs of the organization. However, some common goals of O.D. include:

• Improving organizational effectiveness: This involves helping the organization achieve its goals more efficiently and effectively.
• Improving employee performance: This involves helping employees develop the skills and knowledge they need to be successful in their jobs.
• Improving organizational culture: This involves creating a culture of trust, respect, and collaboration.
• Improving communication: This involves enhancing communication between employees, managers, and departments.
• Implementing change: This involves helping the organization to implement change successfully.

O.D. can be used to address a variety of organizational challenges, such as:

• Declining performance: If an organization is not performing well, O.D. can be used to identify the causes of the problem and develop strategies for improvement.
• Low morale: If employees are not motivated or engaged, O.D. can improve morale and create a more positive work environment.
• Poor communication: If there is a lack of communication within the organization, O.D. can be used to improve communication between employees, managers, and departments.
• Resistance to change: If employees resist change, O.D. can help them understand the need for change and develop the skills they need to cope.
• Need for innovation: If the organization needs to become more innovative, O.D. can be used to create a culture of innovation and to develop the processes and systems required to support innovation.

O.D. is a valuable tool for organizations that want to improve their effectiveness. By using O.D., organizations can create a more positive, productive, and successful work environment.

Here are some specific examples of how O.D. can be used to improve organizations:

• Team building: O.D. can help teams become more effective by improving communication, collaboration, and problem-solving skills.
• Leadership development: O.D. can help leaders develop the skills they need to be effective in their roles.
• Change management: O.D. can be used to help organizations manage change effectively.
• Performance management: O.D. can help organizations develop and implement effective performance management systems.
• Organization design: O.D. can help organizations design their structures, processes, and systems more effectively.

O.D. is a versatile field that can be applied to various organizational challenges. By using O.D., organizations can improve their performance, create a more positive work environment, and achieve their goals.

Types of change: Intro to Change

We have seen people rush to finish something without thinking it through or only deal with problems when necessary. For example, instead of conducting equipment maintenance, they wait until it is broken before they do anything about it. This would be like the person who never checks the oil in the car or changes it until it completely runs out and burns out the engine; instead of burning your engine, how about handling things before they become critical?

There are many definitions and ways to define strategic planning. One of the best ways to define it is as the person who looks at the entire problem and then, based on all angles, comes up with a plan. Much like a chess player who knows what moves he or she will make several moves ahead in the game. To do strategic planning, first look at the problem, ask what the problem is, what can be done, what it will take to accomplish the goals, and what the resources are, such as time and money. Is this needed? What impact is this going to have on the practice or patients?

Try beginning with the end in mind. Determine the outcome and then identify the steps needed to achieve it. This will help you systematically work through the problems and reach a solution.

Keeping a positive outlook will help as you define the answers to your problems. Things can always be worse and occasionally are, but things only last for a time. There is a time for everything, and things change. There is an ancient analogy of how oaks are strong but break in the wind; a willow is bendable and adapts to the environment when the wind blows. Look for ways to adapt and change.

Evaluating the need for change

Change management is a common word in the corporate world. Organizational change management considers the processes and tools that managers use to make changes at a managerial level. Most organizations want change implemented with the least resistance and with the most buy-in possible. For this to occur, change must be applied with a structured approach to smooth the transition from one type of behavior to another, organization-wide.

Identifying a problem and being clear about what and why something needs to be changed is important. Then, look at where you are now and compare it to where you want to be. Examine what needs to happen for the change to occur. Resistance to change must be overcome, and for a change to be successful, everyone must be on board with the idea or concept. That means everyone from the hourly employee to the physician. Sometimes, a change process can begin, but it must consider everyone’s feelings and concerns and help them achieve buy-in and be a part of the solution.

People want to feel they are part of the process, allow their voices to be heard, and address concerns and questions. Most people understand that businesses will change occasionally but want to feel like they are a part of the process. As a leader or employee, you want to know that someone cares and will consider your needs as part of the process. Take part in the process and feel ownership in the solution. You can either be part of the problem or the solution; which do you want to be?

Goal setting

Determining the goals that mean the most to you to be successful may only be able to change some things, so what is the most important? Make a list of all of your goals and then prioritize them. Now, be specific about the goal, define it clearly, and then, with the end goal in mind, start developing steps to reach that goal. Set up small goals or steps within the significant goal. Breaking it into smaller pieces makes it easier to reach the significant goal. Think of it this way: you want to lose 100 pounds. Reaching that goal can be difficult if you only look at the big picture. Now think of how you can lose 5 pounds. It could be by walking during your lunch or cutting back on sweets. Once you lose the 5 pounds, you are on a roll and move to the next 5 pounds. When you hit 20 pounds, you may have to reward yourself by buying new clothes or treating yourself to a massage. You keep going until you reach the significant goal.

It works the same way in business. You decide what needs to change and what your top priority is, and then you set small steps and goals along the way. Be sure to celebrate your success with the staff.

The motivation for the duration

Motivation is defined as why people do what they do. Long-term motivation can be complex when you must stick to your goals. Most people make goals, but successful people have the discipline and drive to achieve their goals and dreams.

Different things motivate people. Some are driven by internal or intrinsic motivation, while others need extrinsic motivation or outside forces to help them stay on track. One easy way to help you achieve your goals is to make a contract with yourself and work hard to stick to it. Sign it, date it, and keep track of it.

Step One: Outline the Goal

Creating an outline is the first step in making a contract with yourself to stay motivated. Your outline will list long-term goals, short-term goals, payoffs and benefits, rewards, and a detailed action plan. You will stay motivated by having everything you need to know about achieving your goals.

Before making this outline, take some time to think about what you want to accomplish. Consider reorganizing your home or trying a new fitness plan.

You can go back to school and finish a degree. Whatever it is, you will need to do some research and understand each step you will need to accomplish.

When you list your long-term goals, you will list what you want to achieve within one to three years. Try to be very specific so you will know precisely the goals you are working towards.

If you want to lose thirty pounds, your long-term goal will be to lose the weight through diet and exercise. Your long-term goals will be the result that you are working towards. This works for almost any goal and will help you stay focused and motivated to reach your goals.

Short-term goals will be things that you want to accomplish within weeks or months. If you are working on returning to school, your short-term goals may be to request school applications and catalogs or talk to a financial aid office about your payment options.

Your short-term goals should be specific and achievable in a short amount of time. You will feel motivated once you finish one goal because you are one step closer to reaching the next goal.

Step Two: The Payoff

Your next step in making a contract with yourself is to list the payoffs and benefits of your goals and achievements. While losing weight is a benefit, you will want to list why you want to lose weight.

The payoff may be fitting into a specific jeans size again or looking great for an upcoming reunion. It may be because you want to better your health by losing weight. Again, it would help if you were specific when you set these benefits in your contract because it will help you stay motivated.

Now, you can consider rewards. Rewards are essential when you are setting goals for yourself. When you think about rewards, think about the fun things you will accomplish by reaching your goals.

Lose that weight and buy a new dress. Reorganize your house and get a new couch. Whatever you think is the best part about reaching your goals, use that as a reward to help you stay motivated.

Step Three: The Action Plan

The last part of setting a contract with yourself is having a specific action plan. An action plan will tell you what steps to take to reach your final goal.

Here, you will list what you need to change, do, or accomplish in a day, a week, a month, or a year. This action plan will help keep you motivated to reach your end goal. List your action plan and remember it every day you work towards your goal.

When you take the time to make an official contract with yourself, you will stay motivated and ready to reach your goals. It will be easier when you can see your long and short-term goals in writing and know what rewards and benefits are waiting for you along the way.

Your action plan will help you stay on track while working hard to accomplish your goals and dreams.

The motivation of others

It is often surprising what motivates employees. For example, some people are motivated by more money, others by more recognition, time off from work, promotions, learning opportunities, socializing, and relationships. Therefore, when attempting to motivate people, it is crucial to identify what motivates them. What motivates you or one person may not work for another person. Ultimately, though, long-term motivation comes from people motivating themselves.

Several things could be improved about motivating people. Some leaders feel they cannot motivate people, and in a way, this is true. You cannot change someone who does not want to be changed. They have to want to change, and your task is to empower them and allow them to motivate themselves. This is done by setting up an environment where they feel safe to grow and improve.

Many managers think that money or fear is the only way to motivate. Neither works well for long. While everyone would like a raise, most people want to be recognized and valued by their employers. Fear can work, but only briefly, and has long-lasting repercussions.

Finding out what motivates people is essential. Ask your staff what motivates them and what reward system would be the best. Ask at least annually, especially if there is staff turnover, as the answers may change.

Positive and negative reinforcers

Today, businesses are constantly competing with each other and with external factors brought upon by the fluctuations in our economy. Businesses must be organized, effective, quick-thinking, and innovative to combat these problems. If a company fails in any of these areas, it will probably fail to accomplish what it had initially set out to accomplish. A company is only as good as the employees working for it, and it is usually left in their hands to become a successful venture. Realizing that the company has to depend so much on its employees, it might be wise to push people to do their very best work and have them work up to their capabilities. This leads us to the importance of positive and negative reinforcement within the workplace. The impact that a few words or a special incentive have may be more beneficial than a company would have ever realized. The man who might offer businesses much help would be B.F. Skinner. He has made the most sense of the motivational process and why it drives people to do what they do. This is why motivating people for the right reasons is important instead of punishing them for the wrong.

In the book, “B.F. Skinner: The Man and His Ideas,” Skinner talks about how civilization used to get students to study. He said, “Civilization has moved from an aversive control toward a positive approach. There are only a few places in the world today where slavery is still practiced, where the whip coerces labor. We have substituted the payment of wages for physical punishment and are even concerned with finding other reinforcers. We should like to have a man work productively for the sheer love of it, and we reflect on the old craft system as an example. You hear claims occasionally that we have got to start whipping our schoolboys and girls again, but this reminds us that until very recently, education was very aversive. Still, there is a movement away from punishment and an effort to find positive reasons for studying. The same is true in religion.”

Why can’t these principles be practiced in the business world today? It is proven that people react to positive reinforcement more than they do to negative reinforcement. If you think about it, it makes perfect sense. If your boss came to your office today and gave you an assignment and then mentioned that a pay increase would be part of your incentives if the job was well done, you would be more apt at accomplishing the task than if he were to come in and demand you do this and if you did not, you would be fired. Both situations are options and probably will produce the same primary results, but with positive reinforcements, the job will be of better quality, and you will have a better report with your boss. It all depends on how a business goes about doing its everyday activities. Believe it or not, this technique can be crucial to the business’s overall success.

Although positive reinforcements are good practices in the workplace, they must be used correctly. Skinner realized that some people encourage negative behavior with positive reinforcements. Skinner said in his book, “The same mistake is made by the teacher who offers a treat of some kind when the class is getting out of hand. If this behavior is a kind of aggression toward the teacher, the threat may have an opposing effect. However, in the long run, the reinforcement of misbehavior will offset any gain. Unfortunately, the reduction in aggression is immediate, but the reinforcement effect is apparent only later. Hence, the practice may be continued, even though misbehavior becomes even more serious” (Skinner, 1980, p. 83).

As Skinner explained in this situation, it is evident that this type of positive reinforcement produces nothing but problems. Companies need to be aware of this and always ensure that if they do use positive reinforcement, they do not use it in this fashion. Otherwise, it could lead to very negative results for the company.

Another interesting part of Skinner’s work is his book “Walden Two.” This book is about a utopian society created by its author. Even though this book is very controversial, it can serve as a great piece of advice for executives in the business world today. While explaining the book, Skinner reflects, “It should be possible for a group of well-meaning people to get together and organize their lives, cutting down some of the things they normally consume to eliminate some of the aversive labors otherwise required; to organize their social environment so that they make more contacts of a satisfactory nature; to organize a school system which educates their children effectively for the life they are going to lead; to organize an economic system so that work can at least be done under pleasant circumstances; and so on” (Evans, 1968).

Now, wouldn’t that be a great type of mission statement for some company? If the whole company could work together in a utopian workplace, much more could be accomplished. Although this is impossible, it should be what every company strives for in seeking maximum success. Just think of the limitless possibilities that would be evolved from this type of workplace. The company could expand faster than the competition through positive reinforcements and surpass all expectations and goals. A more realistic goal for a company would be to limit the negative aspects of the workplace and maximize positive reinforcements.

Suppose a company actively tries to use positive reinforcement. In that case, it is on the right track and will probably be more successful, but more reinforcers can still be utilized to achieve a higher success rate. This type of reinforcement is more abstract and is more challenging to achieve, but it has definite benefits. It is known as the “natural reinforcer.” Skinner again explains this situation with students by saying, “We can say that some students study because they desire to learn, an inner urge to know, a curious appetite, a love of wisdom, a natural curiosity, or some other character trait. We thus allay our natural curiosity and satisfy our urge to know, but we do not improve teaching, for nothing about a trait tells us how to alter it or even keep it alive” (Skinner, 1968, 145).

If businesses could incorporate these natural reinforcers, employees would do their jobs because they are interested in it and want to accomplish something. The benefits of these types of reinforcers are endless and would take a lot of the stress off of the executives and managers to get the subordinates to perform. Again, by instilling some simple techniques into upper-level employees, it can be spread across the board to the rest of the company’s employees.

The easiest way to sum up the reinforcers’ effect on people is put quite well by the man who first recognized it all. In Skinner’s book “Verbal Behavior.” Reinforcements are almost as easy as a simple “thank you” when someone does something that deserves such a response. Just showing someone gratitude for their performance at work or expressing positive words can make a world of difference. More reinforcement would be used today if more companies investigated some of its possible effects. Companies could reach new productivity levels, increase sales, and build up employee loyalty for a long time. After all, the longer someone does the same jobs and tasks, the more efficient one become. It doesn’t take someone that smart to figure something like that out, so why don’t more businesses use reinforcements? Someday, the business world will catch on to the idea of reinforcement, and it will spread like wildfire. But until then, the utopian place that Skinner dreams about will never have a chance of coming about.

Accountability for everyone

What can you do as a leader when a staff member’s accountability falters? The first step is to look at yourself and see if you are setting a good example. Then, discuss the issue with the staff member and explain why you feel they are not being accountable. See if you can determine the problem; they may need help understanding what is expected of them, or have a personal issue. Ask them how they feel the issue could be resolved. Then, lay out a plan of action with measurable steps and a timetable of expected improvement. Review the plan regularly and discuss whether the employee has been able to improve. The employee may need additional training or resources to accomplish the improvement. If the employee continues to not improve, consider termination.

Extra Steps:

The following steps can help you support your employees’ motivation.

1. Set up your goals for improvement.
2. Determine what motivates staff.
3. Work with staff to ensure these motivators are worked into your goals for improvement.
4. Meet with all staff to discuss the improvement plan.
5. Have one-on-one meetings with staff to listen to their concerns and questions regarding the goals and action plan.
6. Determine who your leaders are and delegate some of the work. Delegation empowers the staff and allows their “buy-in” of the process.
7. Frequently assess and measure success.
8. Reward the small goals and plan a large reward for the big ones. Ensure staff is aware of reaching the goals and is rewarded for the accomplishment.

Initiation of process-jump-start change (PDSA cycle)

Once a team has set an aim, established its membership, and developed measures to determine whether a change leads to improvement, the next step is to test the change in the actual work setting. The Plan-Do-Study-Act (PDSA) cycle is shorthand for testing a change by planning it, trying it, observing the results, and acting on what is learned. This is the scientific method used for action-oriented learning and is easy to learn and apply.

Plan – design, or revise a business process, system, or product

Do – implement the plan and measure the result

Check – evaluate the measurements or results

Act – decide if further changes are appropriate and, if so, what these should be; then back again to plan – re-design or revise the process, system, product, etc.

Throughout the health system, successful organizational change can be accomplished using a continuous PDCA process of determining a baseline, strategic planning, conducting the activity, and checking the results. The planning starts by using a SWOT analysis to determine the baseline and areas for improvement.

System Measures and Management

Step 1: Selection

Determine measures, establish alignment with goals/mission, and determine how data will be used to make improvements. e.g., patient/staff tracking devices.

Step 2: Data Collection

Determine if measures exist, define data elements, sources, and collection processes, and compare data, sample size, and period, e.g., infection rates, wait times, or morbidity rates.

Step 3: Data Management

Determine data collation methods, presentation formats, appropriate analytical tool (s), and report frequency. e.g., types of electronic records and reports.

Step 4: Analysis

Data is aggregated against targets and benchmarks. Root cause analysis is performed, e.g., an increased infant mortality post-surgery.

Step 5: Benchmark

Compare actual and expected performance, root cause analysis documentation, next steps, and identified needs.

An excellent example of this type of approach occurred when a British hospital noticed after cardiac surgery, the infant mortality rate had dramatically increased. They needed to find a way to decrease the number of deaths and hoped to do this by using the data collected. They first had to determine what to measure to assess the problem and find a cause. By playing detectives, they were able to review the data and noticed that the deaths occurred in the ICU within several days post-surgery. They then added different measurements to the process to help identify the problem. After the analysis, they determined that the problem occurred during the transfer to ICU. There was no consistent communication between the staff members who were making and receiving the transfer of the patient. Orders and much-needed background information were often not provided to the care team receiving the patient.

Two of the physicians happened to be watching Formula One racing one day and wondered if a pit crew’s process to care for the car in seconds could be applied to transferring a patient. They contacted Ferrari for answers and, with the Ferrari racing team, found a new way to transfer the patient’s care and decrease mortality using a systematic approach.

Using a systematic approach helps to identify how to measure, what to measure to find the problem and how to solve the problem.

Managing and Handling Change

People and animals, in general, have a natural resistance to change. We like things to stay the same even when change might be better. Look at a glass of ice water; it wants to be equal to the room temperature around it. The ice will melt and become stable and equal to its environment. Several years ago, at the Atlanta Fulton County Zoo, a gorilla named Willie B. faced change in his own life. Willie had spent 27 years in isolation in a small room-sized cage with only a TV and a tire to entertain him. Many people felt terrible about the way he was living. They started a fundraising project to build a new habitat outside with lush gardens and other gorillas to keep him company. Finally, the new area was finished, and the door from Willie’s cage was opened to the outside. Willie could see the sunshine and plants for the first time, and they looked great, but he was scared to do anything. Willie tentatively stuck his paw out into the sunshine and then pulled it back. This continued for several days until he finally worked up the nerve and ran headlong into the sunshine.

Willie B. was afraid of change, even when he could see how much better it was on the outside. We often do the same thing; we know that change will be good but refuse to run out into the sunshine. How frequently do people hear that it was the best thing that could have happened after being forced to leave a job? They needed to be forced to change to something better. Don’t be the person who has to be forced to change; like Willie B., work up the courage and embrace change. For a picture of Willie B. and more on his life, visit http://www.zooatlanta.org/animals_willieb.htm

Some changes seem minor and will not make that many waves, but others can significantly impact an organization, much like a tsunami. Look at how things are going and be proactive about change when needed. Think of it like shoring up your house before a tidal wave hits. If you are prepared, you can weather most storms. Sometimes, change happens unexpectedly, like a whirlwind or tornado, and must be dealt with. It is essential to be adaptable to situations to be successful.

To be successful, plan, re-plan, evaluate, and plan some more. Physicians study many different diseases in school, and even though there is a chance, they will never see some of them. It is impossible to predict the future, but you can be prepared by planning for change and, when it happens, embrace it and adapt. In EMS, paramedics are taught that this is not their emergency and not to become part of the problem. When a problem occurs, take a step back, take a deep breath, and calmly evaluate the situation. You can see the big picture and make good decisions by staying calm.

One of the other things that paramedics are taught is to look like they are in control and not surprised; trust me, they are often surprised at a scene, but the good ones will not let you know it. They come across as looking professional and in charge. Isn’t that how you want to appear, instead of the person who looks confused and unsure of what is happening? If you were the client or customer, who would you trust?

Change is a part of growth; an irritant makes things grow and multiply; we grow not by successes but by how we handle problems and adapt to change. For things to get better, something must change. Welcome change and keep looking for the silver lining with the pot of gold. To find it, you must first embrace change and learn to adapt.

Remember to look for change, step back, and gather your thoughts while remaining calm, and then embrace it. By doing these things, you will grow and blossom as a change expert and shine as a professional.

Prioritize and Learn to Delegate

Prioritizing and the ability to delegate can be a manager’s best friend. These skills can save countless hours. The ability to juggle many priority projects successfully is a must for every manager. “A life in which anything goes will ultimately be a life in which nothing goes.” (Anonymous). When prioritizing, think of it as if the federal government has developed a threat advisory system.

Prioritize Assignments in the following way:

• Red or Severe: This would be a thing of High Importance/High Urgency: tackle these projects first.
• Orange or High Risk: This would be of High Importance/Low Urgency. Set deadlines for completion and incorporate these projects into your daily routine.
• Yellow or Guarded things of Low Importance/High Urgency: Find quick, efficient ways to get this work done without much personal involvement. If possible, delegate it.
• Green or Low Risk is of Low Importance/Low Urgency: This is busy or repetitious work such as filing. Stack it up and do it in half-hour segments every week; get somebody else to do it, or don’t do it at all. Before putting it off until tomorrow, you can study it today and postpone it indefinitely.

Priorities will continually shift and demand your attention. Evaluate the priorities, eliminate them whenever possible, and estimate how long they will take. In my years in the medical field, I have never heard anyone say they wish they had worked more on their deathbed. Work smarter, not harder. Remember that too many priorities can paralyze us. Delegate, it is too easy to think we must do it all if we want it done right. Give it in small batches to someone else, but don’t put so much detail into it that it would be easier to do it yourself. For example, I had a manager who even gave directions on how to put a statement into an envelope. I had been a manager for a long time, but this person felt the need to go into detail about sending out checks and statements. By the time she had written out all of the directions, she could have done it herself in half the time. When you consider that most bills have a clear window that the statement faces out, it wasn’t necessary to go into step-by-step detail on how to put a check into it and mail it. I was able to figure that out on my own. Go into a manageable amount of detail so that you are not wasting the employee’s and your own time, and too much detail could be taken in a derogatory light. If you need to be sure the other person understands, ask, then go into detail. Micromanaging a task creates resentment and a lack of future support. This happened several times with this other manager; I initially thought it was because she was used to having new employees or had problems. However, I did not give her any problems, and she commented several times about my efficiency. I can tell you, after this, I never offered to help this person out when she complained (daily) of being overworked and behind. She was always overwhelmed by micromanaging everything but would not allow others to help. Her desk was always overflowing. She was not able to prioritize and delegate information to others. This created an unhappy work environment and frequent turnovers. She would have built trust and teamwork if she had delegated and allowed others to handle something. The other employees would have felt responsible for their work and a part of things. Manage by letting others take responsibility or own their jobs. Step back and look at the entire picture. In a disaster scene, this is called triage; you are not the person caring for the patients but the person responsible for overseeing the whole operation.

The manager ensures that everyone understands and carries out instructions effectively. Make sure instructions are clear and concise. Since things never go as planned or as we were trained, put in place reporting systems that enable you to deal with problems as they occur. Encourage others to notify you when things go wrong and quickly resolve the issue. Sometimes, it may take some investigation, but let staff know you are looking into it and thank them for letting you know.

The method of giving instructions is less important than the content. If a decision is reached by management, sometimes it can be challenging to bring the staff on board with the new policy or idea. Telling the staff it is an order will only go so far and often brings resentment. Before you issue instructions, be clear about what you want to convey. I usually write it out in bullet points or notes. This will reflect on your tone and body language and reinforce your message. Ask if there are any questions or points that need to be clarified before moving on to the next topic.

Be consistent; leadership is convincing others to do the work for you. It is essential to maintain the staff’s respect and cooperation. When you are consistent, the staff knows what to expect and can trust you and your authority. Ambiguity and feelings of resentment or other hard feelings can be avoided with a steady pattern of behavior. Employees can develop and grow by delegating and remaining fair and consistent. Their feelings of a team atmosphere and willingness to get along can improve overall morale and allow more work to be done in less time by everyone willing to pitch in. A well-run office can be felt when you walk into the room, and it starts with good leadership.

Some tasks that cannot be delegated include vital areas such as overall performance, business aspects, and human resources issues. Employees cannot be delegated to their co-workers based on how they are rewarded, appraised, promoted, disciplined, etc. If there is a problem with another physician’s office or patient, the manager may also need to handle it.

When delegating, it is crucial to maintain contact with the employee who is given the task. Employees should be able to ask questions, provide updates, and report problems. Encourage and evaluate how they are doing. If they come to you frequently, this can signify insecurity or inadequacy. Let them know if they are doing a good job and give suggestions only when needed. Often, they need to find their way of doing something. Just because it wasn’t your way, if it doesn’t break any company rules and the results are the same, let them do it their way. When someone else does a task, they may develop a new idea that makes the job more manageable. If you had micromanaged the task, you denied both of you the opportunity to learn a new way of doing things. No one can be everything and do everything, so delegating is important. No one is indispensable.

What if you feel that you cannot delegate? Ask yourself why this is; don’t you think you can trust staff? Do you need more time? You don’t know how to delegate effectively? Remember, your success involves leading others, stepping back, and allowing others to do things. That is what being a manager is. Yes, they may mess up, but if you keep track and follow up, will you catch it? What will it hurt? Did you train them and ensure they know the consequences if something goes wrong? Remember that you probably hired the staff, so why can’t you trust your judgment and let them learn to do something? Additional training might be needed, but you have trained someone to do the task in the long run and freed yourself up. There are a few areas in any field where regulations must be followed, but interpretation and the exact way it should be done can vary.

I have also heard that the employees need more time to do something else. Are you not? Who is in charge here? Watching employees over the years, I have been amazed that they all find themselves not doing their jobs. Gossiping, talking on the phone, and performing personal work on company time are just a few examples. If the staff knows that you are behind them and need their help, you should be able to bring them on board. Many people secretly think that when they see the manager always busy and not behind them, that they do not have a grip on the job and maybe shouldn’t be in that position because they can’t handle it. This doesn’t inspire their confidence. Give them something to do- delegate what you can.

Try the following steps.

1. Communicate the task. Explain what needs to be done and the results. Ask if they have any questions. Make sure to explain if any rules or regulations apply to this task.
2. Explain why the job is needed, its importance, and any complications that could arise if it is not done correctly.
3. Agree on the standards you will use to measure the task’s success. Make these realistic and attainable.
4. Don’t micromanage. Give the employee the authority to complete the task without causing them roadblocks or problems.
5. Provide support when needed. Determine necessary resources for the employee to complete the task, and be sure to provide them. Do they need additional resources for the task? Have a mechanism for providing feedback when needed.
6. Obtain the employee’s commitment. Please make sure that they have accepted and understood the assignment. Confirm your expectations and their understanding of what is expected.

Delegation takes practice and commitment, but it will make you a better manager in the long run. Benefits can include more work being accomplished and deadlines being met, employees becoming involved and feeling ownership and responsibility, thus allowing the employees to grow and develop. It makes it easier to judge individual performance more accurately when they are given separate tasks. Compensation, including merit increases, can be more directly related to personal performance, and satisfaction and recognition will be enhanced. By delegating, a manager can handle diverse tasks and manage people effectively, allowing more time for planning, organizing, and motivating. This also allows additional time for the tasks that only you, as the manager, can handle.

Case Studies

Case 1: Environmental Responsibility and Greenwashing

• Scenario: A clothing company launches a new “eco-friendly” clothing line. However, they are criticized for using misleading marketing tactics and not following sustainable practices throughout their supply chain.
• Ethical Dilemma: The company prioritizes profit over environmental responsibility by creating a misleading perception of sustainability.
• Course of Action: The company must adopt transparent and verifiable sustainable practices to address the criticism. These include using organic materials, reducing waste, and ensuring ethical labor conditions.

Chapter: Organizational Structure and Design

Case 2: Implementing Agile Methodology in a Traditional Company

• Scenario: A large, bureaucratic company must adapt to a rapidly changing market due to its rigid hierarchical structure.
• Solution: The company implements an Agile methodology, which breaks down work into smaller, iterative cycles. This allows for faster decision-making, increased flexibility, and improved responsiveness to customer needs.

Chapter: Motivation

Case 3: The Remote Work Challenge

• Scenario: A company transitions to a remote work model, but employees struggle with isolation and a lack of connection to their colleagues and company culture.
• Motivation Strategies: The company implements virtual team-building activities, encourages regular communication through video conferencing, and creates online collaboration tools to foster a sense of community and belonging among remote employees.

Base Camp Reflections

Tonight, we discuss change, the inevitable wind that sometimes disrupts the campfire. Imagine a sudden gust that needs careful management to keep the flames from dying out.

Tonight, we discussed the inevitable force of change, much like a sudden gust of wind that can disrupt a carefully tended campfire. We explored various types of change, both planned and unplanned, and the critical need for effective change management strategies. Just as a skilled scout anticipates and prepares for different weather conditions, organizations must be proactive in anticipating and preparing for the inevitable shifts in their environment.

We then delved into strategies for overcoming resistance to change, ensuring that everyone within the organization can adapt and contribute effectively, even when faced with unexpected challenges.

Finally, we emphasized that change is not merely an obstacle, but rather an essential catalyst for growth and improvement. Just as carefully tending a campfire ensures it burns efficiently and provides sustained warmth, embracing change and adapting to new realities allows organizations to thrive and remain competitive in a dynamic and ever-evolving world.