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Sustainable Change: Bringing Artificial Intelligence (AI) to a Healthcare Organization
Introduction
Sustainable change refers to making changes within an organization that can be maintained in the long run. The purpose of sustainable change is to ensure that the organization continues to operate effectively while also achieving its goals. Often this means that an organization must stay abreast of technological advances in its industry so that it can be as efficient as possible in the face of innovation. Today, businesses, organizations, and governments have become increasingly reliant on technology and artificial intelligence (AI) systems to advance operations and create improved efficiencies. This paper focuses on the concept of sustainable change within the context of a healthcare organization, and what ideal measures should be put in place to ensure that the transition from traditional methods to AI-driven operations is successful. This will be explored through a discussion of the literature surrounding AI implementation, as well as an examination of AI within the context of change management. Overall, the aim is to show that sustainable change with AI can be achieved in a healthcare organization by following specific steps outlined in the literature.
The development and implementation of AI technology in organizations has become incredibly important in recent years (Duan et al., 2019). There are a wide variety of studies that explore the concept of AI-driven change and how it can be successfully implemented in organizations. For example, Zhang et al. (2023) conducted a study to explore how organizational factorssuch as culture, power structure, and leadershipaffect the successful implementation of AI-driven change. The results indicated that culture was especially important in determining the success or failure of such a transition.
Similarly, Voicu (2020) conducted an analysis of the various challenges and opportunities associated with using AI to drive change in organizations (Lee et al., 2019). The findings revealed that there are numerous issues that must be considered throughout the process, such as the need for strong leadership and effective communication. Other research has examined the effects of AI-driven change on employees and organizational performance (Olan et al., 2022). For instance, Si et al. (2008) conducted a study focusing on the psychological impact of AI-driven changes on workers within organizations. The findings suggested that significant changes in workplace dynamics can occur when AI is implemented, such as increased job insecurity, increased workloads, and decreased motivation. Additionally, Saini et al. (2019) conducted a study to explore whether AI-driven change could result in improved organizational performance (Mikalef et al., 2023). The results showed that while AI-driven change can offer a variety of benefits to organizations, it also comes with certain risks that can potentially lead to decreased performance. With respect to a healthcare organization, AI can have numerous benefits: for instance, AI can help reduce waste in a healthcare organization by identifying areas where waste is being generated and suggest ways to reduce it. AI-powered systems can track inventory and supplies, optimize equipment usage, and reduce over-ordering of supplies, thereby minimizing waste.
The literature on the subject of change management is also extensive, with numerous authors providing insights into how to best deploy and manage change in an organization. Some of these authorities include John P. Kotters Eight-Stage Model for Effective Change, the ADKAR Model for Sustainable Change, and McKinsey & Companys 7-S Framework for Managing Change (Hiatt, 2006; Kotter, 2012; Palatkova, 2011). All of these models provide useful guidance on how to approach the task of sustainable change, from identifying the need for change to its implementation and maintenance.
Overall, the literature shows that organizational change is a complex process that requires careful planning and execution. The first step is to identify the need for change, which involves assessing the organizations current state and determining what needs to be done to improve it (Kotter, 2012). Once this has been established, the next step is to develop a plan that outlines how the change should be implemented. This plan should include a timeline, budget, and objectives that can be used to measure progress.
Once the plan has been finalized, the organization must then roll out the change. This involves communicating the change to staff and other stakeholders, training them on how to use new systems or processes, and providing support where necessary. The organization must also monitor the change process and make any necessary adjustments in order to ensure that the change is successful (Kotter, 2012; Palatkova, 2011).
Ultimately, however, the organization must ensure that the change is sustainable (Kotter, 2012). This involves regularly evaluating the change in order to ensure that it is still relevant and effective, and making any necessary tweaks to maintain its relevancy. Additionally, organizations should also consider the feedback they receive from staff and other stakeholders in order to determine if any further changes need to be made (Kotter, 2012).
Other issues that are covered n the literature include leadership, communication, training, and overcoming resistance (Gilley et al., 2009). Leadership is a critical factor in achieving sustainable change. Leaders should be committed to the change process and should be willing to provide the necessary resources and support to ensure its success. Likewise, effective communication is essential in the change process, and leaders should communicate the reasons for the change, the benefits of the change, and the expectations of employees (Gilley et al., 2009). Communication should be ongoing and should involve all stakeholders (Kotter, 2012).
Plus, as Kotter (2012) points out, employees should be trained on the new processes, procedures, and systems that are being implemented. This...…the business and identifying areas where AI could be implemented to improve operations and patient outcomes. It is also important to consider the potential impacts that the changes may have on employees, patients, and other stakeholders. Once these steps have been taken, the organization should then develop a plan for transitioning to AI-driven systems that outlines specific steps and timelines. The plan should include a clear understanding of the resources needed, as well as a strategy for preparing staff for the changes. Training programs should be established to ensure that everyone involved in the transition is adequately prepared to operate within the new system. Nurses will need support once AI tools are implemented.
In conclusion, organizations must be prepared to implement and maintain sustainable change in order to remain competitive in their respective markets. The key to success in this endeavor is to identify the need for change, develop a plan that outlines how it should be implemented, communicate it to staff and other stakeholders, monitor the process, and make any necessary adjustments to ensure that the change remains relevant and effective. AI-driven change is an important step for the healthcare organization looking to remain competitive in todays technological landscape. By following the steps outlined above, organizations can ensure that the transition is successful and leads to improved operations and performance. With careful and thorough planning, organizations can successfully transition to AI-driven systems and realize the efficiency and productivity gains that come with them.
Takeaways
1. Sustainable change is essential for the healthcare organization that wants to improve its performance and achieve better patient outcomes.
2. A structured approach that includes assessment, planning, implementation, and monitoring should be followed.
3. Leadership, communication, training, and resistance are critical factors that should be considered.
4. Effective change management can help the organization to achieve sustainable change and maintain its competitive edge.
5. The healthcare organization should carefully analyze their current state and identify areas where AI could be implemented to improve operations; i.e., identify the need for change.
6. A plan for transitioning to AI-driven systems should be developed, including training and resources needed, as well as external changes that may need to be made; i.e., develop a plan for implementation. This plan then needs to be communicated to nursing staff, administrators, and other stakeholders
7. Training should be provided to facilitate the change and overcome any resistance
8. It is essential to closely monitor the implementation process and review the overall performance of the organization.
9. Ensure that the change is sustainable by regularly evaluating it and considering feedback from staff and other stakeholders
References
Duan, Y., Edwards, J. S., & Dwivedi, Y. K. (2019). Artificial intelligence for decision making inthe era of Big Data–evolution, challenges and research agenda. International journal of information management, 48, 63-71.
Gilley, A., Godek, M., & Gilley, J. W. (2009). The university immune system: Overcomingresistance to change. Contemporary Issues in Education Research (CIER), 2(3), 1-6.
Hiatt, J. (2006). ADKAR: a model for change in business, government, and our community.
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Kotter, J. P. (2012). Leading change. Harvard Business Press.
Lee, J., Suh, T., Roy, D., & Baucus, M. (2019). Emerging technology and business modelinnovation: the case of artificial intelligence. Journal of Open Innovation: Technology, Market, and Complexity, 5(3), 44.
Mikalef, P., Lemmer, K., Schaefer, C., Ylinen, M., Fjørtoft, S. O., Torvatn, H. Y., ... &Niehaves, B. (2023). Examining how AI capabilities can foster organizational performance in public organizations. Government Information Quarterly, 101797.
Olan, F., Arakpogun, E. O., Suklan, J., Nakpodia, F., Damij, N., & Jayawickrama, U. (2022).
Artificial intelligence and knowledge sharing: Contributing factors to organizational performance. Journal of Business Research, 145, 605-615.
Palatková, M. (2011). The 7-S-McKinsey model: an implementation tool of a destinationmarketing strategy in the Czech Republic. Global Management Journal, 3(1/2), 44-54.
Si, S. X., Wei, F., & Li, Y. (2008). The effect of organizational psychological contract violationon managers' exit, voice, loyalty and neglect in the Chinese context. The International Journal of Human Resource Management, 19(5), 932-944.
Zhang, J. J., Følstad, A., & Bjørkli, C. A. (2023). Organizational factors affecting successfulimplementation of chatbots for customer service. Journal of internet commerce, 22(1), 122-156.
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