Date of Award

2021

Embargo Period

8-1-2024

Document Type

Dissertation

Degree Name

Doctor of Health Administration

College

College of Health Professions

First Advisor

Jillian B. Harvey

Second Advisor

Jami Jones

Third Advisor

Nir Menachemi

Abstract

For healthcare CEOs and leaders, much time is spent planning and strategically assessing our organizations' overall health and status. Planning cycles vary from 1 year to 5 years and, in some cases, 10-year plans. However, with the onset of the COVID-19 pandemic, healthcare leaders have been forced to pivot and embrace a sense of resilience. Today, we are leading and making decisions on a day-to-day basis and even hour-to-hour based on the uncertainty and needs of our organizations and communities we serve. The crisis of a pandemic requires leadership to act swiftly and with a cadence of assurance to all. We are learning in a time of crisis that some processes work, and others do not. Leaders must meet immediate needs and make changes to the status quo that drives the best results. Kotter’s change management model is an 8-step method for implementing change that can significantly improve operational processes. This case study will demonstrate how change management theory can set the framework and guidelines for a response to a pandemic event and hardwire into a new approach for rapid recovery of operations; thus, creating a standard set of guidelines to meet the demands of future pandemic events, which can assist health system leadership in the future.

Rights

All rights reserved. Copyright is held by the author.

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