Essay On Hrd425

The decision accelerators assisted in initiating changes in the organization. This was possible through development of wide-ranging strategies. The data collected provided room for a number of reservations. For instance, the ability of the organization to effect the changes remained doubtful. This was because of the informal implementation mechanisms adopted. It was feared that engagement of the organization in numerous processes would decelerate the processes of change. However, improvement of the assessment was possible. Researchers proposed that it was prudent to create various decision accelerators to tackle specified issues. It would have also been reasonable to formalize certain processes of change. This would ensure more coordination among resourcing, communication and execution.
The assessment provided some acceptable conclusions. Regarding implementation, the data revealed partial involvement of employees in the change process. Executive interviews from the participants of conducted surveys indicated a considerable support of the process. There was a common view that clinical strategies implementation progressed well. The people were satisfied with the social capital that DAs created. Most of the people in the organization advocated for clinical strategies.
Apart from the positive findings, the assessment had some weakness that created discomfort. The assessment was not all inclusive. Some people felt that they had no involvement in the change process. Some physicians and top management members were more conversant with the decisions, roles and implementation processes than operational managers. Quality coordination throughout the system became challenging. This was because the system of managing change was largely informal. Absence of a clear system that would guide decision making process on quality programs further complicated the situation. Action plan development and implementation activities remained unclear to many people. The DAs were not satisfactory as they brought challenges in decision making especially when the percentage of community participants was large.
There is some confidence level in the lessons learned from the assessment by DAs. This is because the meeting outcome got influenced by the composition of the decision accelerators. For instance, high number of physicians in the DA resulted in short-ranging vision. On the contrary, many community participants in the DA made the vision more comprehensive. This data reveal disparities in stakeholder groups and therefore implies unbalanced decision making.