MS909-20 Leading Organisational Change in Healthcare
Introductory description
Ever-developing technology and increasing funding cuts mean change is constantly on the horizon. Whether in clinical or executive positions, healthcare staff show leadership by actively contributing to change processes that lead to improving healthcare. Operational leaders work to create an environment that is open to change, and to engage their staff with change on an emotional as well as practical level.
Module aims
The aim of the module is to enable students to:
- Model the change expected.
- Articulate the need for change and its impact on people and services.
- Promote changes leading to systems redesign.
- Motivate and focus a group to accomplish change.
Outline syllabus
This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.
The outline syllabus gives an indication of the sort of topics that will be covered in the module.
The module will contain the following topics:
- Reactions to change – understanding optimism vs pessimism.
- Key models of change (Kotter, Beckhard-Harris).
- Overcoming resistance in yourself (Learned optimism – Seligman).
- Planning to deliver change – change champions.
- Understanding the viral nature of behavioural change.
- Project managing change.
Learning outcomes
By the end of the module, students should be able to:
- Critically appraise strategies for motivating people to change.
- Evaluate the literature on how organisational culture can impede or facilitate improvement in health services.
- Evaluate the implications of change on systems and people.
- Discuss implications of emotional responses to change.
- Understand and apply basic project management methodologies in the context of change.
Interdisciplinary
Healthcare Leadership is usually considered to be a single discipline. However, this module / course draws on the expertise from 3 distinct areas within the University (Medical School, Business School and Manufacturing Group). It is therefore certainly inter-departmental, and many will consider it to be interdisciplinary.
International
The course will recruit from (and be delivered in) multiple territories, with content tailored to the candidates’ own territories.
Subject specific skills
Understanding of project management methodologies.
Understanding of strategies for enabling change.
Transferable skills
Improvement of a range of transferable skills, including:
- Written communication
- Organisation & time management
- Independence & initiative
Study time
| Type | Required |
|---|---|
| Online learning (scheduled sessions) | 30 sessions of 1 hour (19%) |
| Online learning (independent) | 130 sessions of 1 hour (81%) |
| Total | 160 hours |
Private study description
No private study requirements defined for this module.
Costs
No further costs have been identified for this module.
You do not need to pass all assessment components to pass the module.
Assessment group A1
| Weighting | Study time | Eligible for self-certification | |
|---|---|---|---|
Assessment component |
|||
| Change and Innovation in Healthcare | 60% | 25 hours | Yes (extension) |
|
A 2,000-word critical appraisal of the literature in change and innovation in healthcare. |
|||
Reassessment component is the same |
|||
Assessment component |
|||
| Leading Change in Healthcare – a case study | 40% | 15 hours | Yes (extension) |
|
A 1,500-word report of a case study designed to improve either patient or staff experience or both.
|
|||
Reassessment component is the same |
|||
Feedback on assessment
Submissions will be marked and moderated using a standardised rubric based on the following assessment criteria:
- analysis
- application
- communication
- evaluation
- knowledge
- understanding
Feedback, including marks, will be given electronically to students.
The pass mark is 50% overall.
It is not necessary to pass each component of the module independently.
We will apply a compensatory grading approach that will enable students to carry a failed component, as long as their aggregated mark is at least 50%.
This will apply to the Report (which will be 40% of the final mark) and the Essay (which will be 60% of the final mark).
Pre-requisites
As the modules are not yet approved, I am unable to select them in these sections.
This module has the following pre-requisite modules:
- NT-16082 Leadership and Management in Healthcare
- NT-16083 Improving Quality and Safety in Healthcare
- NT-16084 Diagnosing the System in Healthcare
- NT-16085 Leadership of People in Healthcare
This module has the following post-requisite modules:
- NT-16087 Strategic Leadership in Healthcare
This module has the following anti-requisite modules:
- NT-16090 Quality and Productivity in Healthcare
- NT-16093 Managing Resources in Healthcare
There is currently no information about the courses for which this module is core or optional.