Kotter vs Feinberg

Response to classmate

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Hello, excellent insights on the Feinberg approach to bringing change at UCLA. I must admit that his way of turning around the healthcare facility from a complacent one to a leading academic and healthcare institution was, indeed, ingenious. Feinberg put a humanistic aspect to change; he made every major and minor detail evolve around being human. It was as if he viewed everything from the lens of what I would want someone to do for me’ That, to me, is the heart of service, and yes, I agree with you; a perfect example of servant leadership. It brings me back to the time that Jesus washed His disciples” feet; though He too would have appreciated it if one of His disciples reciprocated and washed His feet, none offered to do so. Yet Jesus was not deterred by their non-voluntarism. Instead, He told them they would do as He did if they were His servants. Jesus offered His disciples a comfort/luxury experience that none had experienced. Feinberg put himself in patients’ shoes at UCLA and walked the mile. That said, I don’t believe that Kotter would have accomplished as much as Feinberg did with the eight steps that he proposed. This is because Kotter focuses on employees about cementing change.

Additionally, the eighsteps’ primary focus is ensuring that an organization becomes more profitable rather than providing the customer becomes loyal. I believe that Kotter should include some aspects of change exhibited by Feinberg. These aspects involve effecting immediate change for urgent needs, maximize on resources to improve customer satisfaction, learning from other successful players in the industry, and evolving the entire shift and business around creating enhanced customer satisfaction and, hopefully, lifetime customer loyalty.

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Reference

Feinberg (2011). TEDxUCLA – David Feinberg – One Patient at a Time.mov https://www.youtube.com/watch?v=cZ5u7p-ZNuE

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Kotter vs. Feinberg

Peer Responses

Hi, I would like to respond to a fellow studstudent’scussion post regarding Kotter vs. Feinberg. Thank you.

Kotter vs. Feinberg

As you review KoKotter’sight steps for transforming an organization, compare this with the teaching of Dr. Feinberg at UCLA and discuss the differences and similarities. After assessing these two models, do you add anything to Kotter’s stepsKotter’sove process? Write 300 words and then respond to two other postings (100 words each).

Classmate’s PoClassmate’s eightKotter’sor transforming an organization are to act urgently, develop the guiding coalition, develop a change mission, communicate the vision, empower action, generate short-term wins, don’t let up, and don’tchange stick (Wheeler & Holmes, 2017). Dr. Feinberg’s hospitalFeinberg’sation did utilize all eight of Kotter’s steps for Kotter’son, but he also incorporated servant leadership principles, utilized the Ritz Carlton’s talent plus cCarlton’sand sometimes skipped through the steps to bring immediate changes (Feinberg, 2011). While most large transformational projects require more conversational depth, Feinberg demonstrated that more minor tasks, such as seeing a need for more bed pans in the hospital and then buying more bed pans for the hospital, can create transformational change, but it does not require plodding through all eight of Kotter’s steps (Feinberg, Kotter In contrast, Kotter (1996) suggests that his eight steps should be followed sequentially and that disregarding an action could be problematic (as cited in Thornton, Usinger, & Sanchez, 2019). The more significant institutional problem that Feinberg addressed utilizing Kotter’s eight principleKotter’se overall quality of care that was being provided, which was evidenced by the poor scores from patients ranking their care on a scale from 1-10 and whether they would recommend the hospital to a friend (Feinberg, 2011).

Although Feinberg did deviate from Kotter’s eight steps in Kotter’sards, he also adhered to them by acting with urgency to immediately begin a transformational change in the quality of care at UCLA by identifying problems, establishing the focus on the Patient as the number one priority, implementing kindness as part of the mission statement, and then developing solutions collaboratively (Feinberg, 2011). Feinberg already had a board of directors as a guiding coalition, but he also sought to create an atmosphere where every employee at the hospital and even guests touring the hospital were integrated as part of the coalition to provide the highest quality care possible (Feinberg, 2011). Also, Feinberg developed a clear vision of change to focus on the Patient while communicating that vision verbally and through his actions, which exemplified servant leadership principles of leading by example and spending time with the patients asking how the care was (Feinberg, 2011). “Show yourself in all respects to be a “deal of good works, and in your teaching show integrity, dignity” (Titus 2:7, ESV). Further action was “taken by converting a meeting room into a fast-track room that could be utilized for 4 out of 5 patients that came to the facility but did not need a bed, and this transformational change allowed for a far more efficient process (Feinberg, 2011). Dr. Feinberg listened to the needs of his employees and empowered them with the resources they needed to do their jobs, including wheelchairs and bedpans, and established a lift team to prevent nurses from getting injured (Feinberg, 2011). A short-term win accomplished by Feinberg was having the air conditioning fixed in the neuro-intensive care unit so that the patients and employees would be more comfortable (Feinberg, 2011). Dr. Feinberg also did not let up but continued to change and evolve every aspect of the hospital, from employee hiring practices to having meetings focused on patient stories instead of just on the numbers, and required all non-clinical staff members to follow his lead by being involved in coordinated rounds visiting with patients and leaving their cards with the patients (Feinberg, 2011). The implemented changes have also stuck as UCLA became the number one ranked academic hospital and has continued to strive for perfection instead of becoming complacent (Feinberg, 2011).

Essentially Kotter provides a broad outline for transforming an organization, but it misses the mark in addressing the importance of prioritizing the patient’s experience and does not coincide with servant leadership principles. Kotter’s eight steps would benefit from implementing Kotter’snt leadership principles established by Greenleaf (1970), “The 10 principles of servant leadership are listed”  ing, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community” (as cited in Mitchell, 2014, p.19). I would als” implement the extra steps that Dr. Feinberg utilized in Kotter’s eight stages, which would be to prioritizKotter’sts first, integrate kindness to the mission statement, lead by example, take the time to listen to your patients and staff, focusing on every detail, utilizing ingenuity from other successful companies to improve, and continually striving for perfection. If Kotter had taken over and used his eight steps at UCLA during its struggle instead of Dr. Feinberg, do you think he would have been as successful as Dr. Feinberg was?

References

Feinberg (2011). TEDxUCLA – David Feinberg – One Patient at a Time.mov https://www.youtube.com/watch?v=cZ5u7p-ZNuE

Mitchell, J. W. (2014). Confessions of an (American) hospital administrator. Kai Tiaki Nursing New Zealand, 20(1), 18–19. Retrieved from http://www.nzno.org.nz

Thornton, B., Usinger, J., & Sanchez, J. (2019). Leading Effective Building Level Change. Education, 139(3), 131. Retrieved from http://www.projectinnovation.com/education.html

Wheeler, T. R., & Holmes, K. L. (2017). The rapid transformation of two libraries using Kotter’s Eight Steps of Change. Journal of the MedicaKotter’sy Association, 105(3), 276–281. https://doi-org.ezproxy.ccu.edu/10.5195/jmla.2017.97