Best Practives in Leadership Development & Organization Change 47. Mục đích của cuốn cẩm nang này là cung cấp cho bạn tất cả các yếu tố cần thiết và thiết thực làm thế nào để phát triển khả năng tổ chức, thực hiện một thay đổi tốt nhất và sáng kiến lãnh đạo trong tổ chức của bạn một cách hiệu quả và tốt nhất. | 430 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE employees and physicians. The physicians were the most difficult and most important change agents. At times they acted as desperate victims as the core of their power was diminished. Employees Another key to the process was the employee. Change at the staff level was critical. Employees were rewarded for being caught caring. They were empowered to make things right when patients or their family members were upset. They were encouraged to go the extra mile when necessary. For the first two years this worked beautifully. As the bottom fell out of health care due to the shortage of registered nurses and the impact of the Balanced Budget Amendment however those employees who were motivated not to change began using the Planetree philosophy as a lever to get even with administration. Any time the employees specifically nurses and laboratory technologists were upset about pay raises or working conditions they were less attentive to the patients and told the patients and their families that they were overworked and underpaid. Both of these statements were true. The manner in which management corrected this problem involved surrounding the patients with volunteers and complementary care givers. A typical patient would be seen by a massage therapist aroma therapist behavioral psychologist clergy volunteers with art carts and when desired pets for pet therapy. FEEDBACK USE Planetree teams were put together to teach train and gather feedback from the employees. After the first two years of change meaningful growth and strong profits during which time the employees enjoyed significant increases in salary morale was at an all time high. During the following two years the finances were the driving force behind the primary unrest. These Planetree teams served an integral part of the curative process for advancing the philosophy. Each meeting started with a venting session intended to allow the employees in .
