Culture management

Culture management

            Leadership involves translating a vision into reality. A vision I what an institution could and should be; thus, it serves as a signpost directing the organization towards the achievement of its objectives (Venus et al. 2019). Regardless of how strong a vision statement may be, its effectiveness is determined by how well a leader communicates it to their staff. The purpose of communicating a leader’s vision is to raise their staff expectations and inspire them. By doing so, staff gets motivated, and working towards the achievement of a shared goal ensures enhanced patient safety and quality care. A leader should act consistently with their vision. By doing this, the leader serves as a role model to their staff, and resistance to the change project will be minimal (Scott, 2019). Change initiatives often experience some challenges. Therefore, it requires that the leader remains authentic. When things go wrong, the leader should demonstrate honesty, keep their promises, and act consistently with organizational values and beliefs to build trust, which is necessary to overcome the challenge.

Communication of a vision must be done during, before, and after the change. Therefore, repeatedly communicating the vision using different channels, including memos, e-mails, informal conversations, notice boards, and intranets, is essential to maintain change. According to Venus et al. (2019), employees do not fear change. Instead, they fear the unknown; therefore, communicating effectively why change is needed and providing the necessary support for a smooth transition is crucial to avoid resistance to change.

For every project to progress well, influential stakeholders should be present. Equally, support from employees and other entities is crucial. Without this, the project developer could experience resistance from executives, directors, and employees, which may make the implementation of the project futile. Therefore, a project developer needs to get all stakeholders on the same page and communicate with each of them to get buy-ins (Sharon, 2012). One of the methods to do this is by involving all stakeholders in the process of project development and avoiding discrimination against any of them. Also, giving a clear rationale for the development of a project and explicitly stating the benefits of the project enable a project developer to establish a strong foundation for buy-ins from influential decision-makers (Sharon, 2012)

A significant concern about making my innovative change happen is howto better educate diabetic patients on the importance of exercise to experience a reduction in A1C and consequently live healthy lives. To accomplish this, I will need to find out what diabetic patients already know about the relationship between diabetes and obesity and physical inactivity, delegate more tasks to staff to get more time for patient education and educate my patients in layman’s language.

References

Scott, L. (2019). Board of Directors Responsibilities.

Sharon, T. (2012). It’s our research: getting stakeholder buy-in for user experience research projects. Elsevier.

Venus, M., Johnson, R. E., Zhang, S., Wang, X. H., & Lanaj, K. (2019). Seeing the big picture: A within-person examination of leader construal level and vission communication. Journal of Management, 45(7), 2666-2684.