Discussion question response
Hello Professor Agler and Classmates,
What role do early adopters play in creating a guiding coalition?
My experience with early adopters of our transition to video
interactions with patients is that they saw the need for change before
the organization decided to drive it. Their response has been one of a
welcoming of my leadership to initiate the change (JWI 555, 1). Their
immediate execution of the change sends the message that they need no
convincing to make the change. They want to do more and want to help.
Early adopters inspire leadership and help convey what is possible
for their peers. They set themselves apart as leaders with expertise
and credibility that launches them into a position of influence
quickly. As a leader, it becomes easy to trust them since there is no
doubt that they are aligned to the common goal of changing to improve
the patient experience within Abbvie (JWI 555, 2).
Why is it a good idea to focus your leadership attention on these people?
Early adopters can become your allies as a guiding coalition
within your team and organization. They gain more extensive experience
using video capabilities with patients, can describe stories of impact,
and paint a clear picture of how much richer patient support can be.
Their increased proficiency in using FaceTime and Zoom shows their peers
what is possible. This inspires confidence and begins to crystallize
what is in the change for the nurses themselves (JWI 555, 3).
Discuss your experience with a guiding coalition: How did it form?
On my current team, three nurses stand out as our guiding
coalition. As a result of COVID, one nurse was trained completely on
Zoom in initial job training. To her, evolution seems only natural.
Another nurse was a former reporter and is used to being on the video
screen. The transition to virtual interactions brings back a positive
nostalgia where she can use her gifts and previously developed expertise
once again. The third nurse has experienced adversity in her life and
has the disposition to roll with the punches, learn quickly, adapt, and
embrace change with little push back. Collectively, these three nurses
have formed a guiding coalition out of their 12 peers. This should be
enough to create a sense of urgency as their voices are magnified and
shared broadly with the team (Kotter, 4).
What did it accomplish?
Since the guiding coalition just formed, it is early to describe
fully what it can accomplish. Already, these three nurses have been
able to let leadership see what is possible when staff is committed to
change. They also have given insight on what helps support change in
terms of will and skill. Technology exposure, utilization of the
platform, and personality all play a role in change adoption. Our
personal experience watching a coalition form supports Kotter’s claim
about what forms effective coalitions: expertise related to the task,
credibility of experience, and leadership by example (Kotter, 4).
What were the major challenges in keeping the coalition intact and strong?
Since we are early in forming our coalition, I will need to
anticipate the upcoming challenges. Any breakdown in trust or lack of
clarity in the goal of creating exceptional virtual patient experiences
would decrease the strength of the coalition (Kotter, 4). Additionally,
doing more and more video engagements could be perceived as disruptive
to nurses’ routines to the point that this invades their personal lives
(JWI 555, 5). Finally, since there are a few on the team that has been
very slow to adopt, we could run the risk of these resisters (for now)
pulling the guiding coalition down with them and thwarting the change
(JWI 555, 6).
- JWI 555. Week 3. Video. Jack Welch. Change, Three Types of People
- JWI 555. Week 3. Lecture. The Importance of a Guiding Coalition
- JWI 555. Week 1. Video. Jack Welch. Why Change?
- Kotter, John P. 2012. Leading Change
- JWI 555. Week 3. Video. Heather Stagl. How to Deal with Resistance to Change. Youtube.com
- JWI 555. Week 3. Video. Jack Welch. Changer, Managing Resisters
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