Change Management in a Medical Organisation during the Implementation of the Federal Project “Creation of a New Model of a Medical Organisation Providing Primary Health Care”

Abstract

Aim. To study reasons behind the resistance of medical workers to changes while implementing the federal project “Creation of a New Model of a Medical Organisation Providing Primary Health Care”, as well as to develop guidelines on change management on the basis of Goldratt’s theory.Materials and methods. Changes in the process organisation of medical institutions are necessitated by the implementation of the federal project “Creation of a New Model of a Medical Organisation Providing Primary Health Care” developed by the Ministry of Healthcare of the Russian Federation with the methodological support of the Rosatom Production System. A new model of a medical organisation is based on continuous improvement (kaizen) using lean tools, which requires a different approach to managing changes and overcoming the resistance of medical workers to their implementation. The study sample included the employees of the Central City Hospital in Goryachy Klyuch (Krasnodar Territory). The research took the form of an anonymous questionnaire survey drawing on Goldratt’s theory.Results. Basic recommendations on the management of changes associated with the transitioning to the new model suggested in this work allow heads of healthcare institutions to evaluate employees’ readiness to changes comprehensively, as well as to transform the existing model of a medical organisation effectively and gradually.Conclusion. These guidelines on change management when transitioning to the new model may be used by heads of medical institutions in order for the organisation to achieve effective transition to the continuous process optimisation with the use of lean tools, aiming to meet the criteria of the new model.

Keywords

• new medical organisation model
• change management
• process optimisation
• resistance to changes