In order to have a successful organization, it must go through change. There are many reasons that an organization goes through changes. It could be that the organization needs improvement in some areas or that a challenge is needed. All healthcare organizations experience transformational change. In the end, transformational change is an approach to better the organization and can create an evolving pathway in learning. In this paper I will discuss two studies of how transformational changes can create learning in organizations.
In the first study with the “Transformational Leadership and Shared Governance” article, the problems that lead to the need for change was that the new healthcare reform disempowered the nurses position within the organization. This was caused by the use of the economic model. In this model, nurses were purchased as a product to be purchased rather than a service to be provided (Bamford-Wade, A., et al 2010). The various stakeholders that were affected were the nurses, other employees, patients, hospitals and providers. This process took six years to complete. Some financial resources that were allocated during the change were that most of the money was spent on the unnecessary needs. Since the nurses were unhappy with their jobs, a lot of money was spent on trainings for new nurse managers. This caused the staff nurses to work in an unstable environment. Also with the new market/economic model this caused a gap in understanding between the business staff and the medical staff. Nurses began to have to report to both business managers and the medical managers.
The transformational change was completed by using the 4 I’s which are: idealization and influence; inspirational motivation; intellectual stimulation; and individual consideration (Bamford-Wade, A., et al 2010). The use of the 4 I’s was incorporated into three action processes