The paper "Leadership in Healthcare - Barriers to Change Health Care Organization’ s Culture" is a brilliant example of coursework on management. An organization’ s culture is integrated into the operations and systems, and it is usually extremely difficult to change. It is a challenge to change an organization’ s culture because the organization’ s culture comprises a combination of numerous factors including assumptions, attitudes, communications practices, values, processes, roles, and goals. It is imperative to note the organization’ s culture is sustainable since it defines the differences among the organization. It defines the behaviors and values that contribute to the psychological and social environment of an organization.
It also defines a shared description of the organization and it refers to the practices, behaviors, beliefs, attitudes, and philosophies of an organization. Culture is integral to any organization including healthcare organizations. The aim of this paper is to show that it is impossible for a leader to dramatically change a health care organization’ s culture when resistance to change is strong and presents strategies that health care leaders can employ in minimizing resistance to change within their respective organizations. Barriers to Change Health Care Organization’ s Culture Cultural Dynamics It is important to understand the cultural dynamics to appreciate barriers to cultural change.
The culture of a health care organization can be compared with DNA in the human body. Schmiedel, vom Brocke & Recker (2013) defines culture as to how anything in the organization unfolds. The culture and the organization are interdependent and reciprocal in nature. Therefore, the organization, its strategies, and design influence the culture of the organization and vice versa (Lussier and Achua, 2015). A health care organization’ s culture reflects the beliefs and values that are important in its operation.
Trying to change the culture of a health care organization can be compared with trying to question everything that the organization champions indirectly. These fundamentals create major issues in trying to change the culture of an organization. It is comparable with overturning assumptions and believes the organization upholds.
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