Wk_2._paper.docx What Does a Change-Ready Organization Look Like? MGT/362 What Does a Change-Ready Organization Look Like? What an interesting read, this week™s assignment was. After reading the scenario on Kaiser
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Wk_2._paper.docx What Does a Change-Ready Organization Look Like? MGT/362 What Does a Change-Ready Organization Look Like? What an interesting read, this week™s assignment was. After reading the scenario on Kaiser Permanente™s Innovations Consultancy I feel that I can clearly answer and give my opinions on the questions that followed this read. Identify processes, work units, interdepartmental committees, etc., within an organizational structure that are being evaluated by the Consultancy in order to promote a proactive approach toward change. First off, I think that Kaiser Permanente's Innovations Consultancy is a great example of modern-day innovation and improvement consultancy unit.The consulting service covers all aspects and foundations necessary to bring innovation to the hospital The processes that were a part of their approach: * Studying the workers and patientsto get to know how they work, how they are scheduled, and their behavior in the workplace. * Asking the people themselves what problems they are facing. * Finding solutions from the staff themselves, seeing as how they know the limitations of their work better than anybody else. * Coming to a solution with the help of thestaff, meant the staff was more comfortable in adapting to the changes as it was their idea not somebody else's went a long way. Change Experts, nurses, doctors, pharmacists, and the patients themselves were studied and evaluated to get somein-depth knowledge of the issues and find the best a. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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