Professional Documents
Culture Documents
312, para. 2). This communication plan will communicate the need for the change throughout the
organization, provide individuals with an idea of how the change will affect them personally,
make known any structural, procedural, or operational change to current practices, and keep
every stakeholder updated with the progress of the implementation of the change and any course
corrections in the implementation strategy or plan based on feedback during implementation
(Spector, 2013, p. 312, para. 3).
Technology Required to Implement Security Update Change
The technology required to effectively implement the security update at Banner Health
will include: educational tools such as computer generated simulations, laptop projectors, and
audio systems; security related items such as individual wireless panic buttons linked to security,
improved monitoring cameras and monitoring stations as well as effective non-lethal and lethal
weaponry and personal protective clothing such as close range flak jackets or vests. Additionally,
structural elements may require additional technology such as improved, bullet proof glass in
critical areas and security doors that automatically close on discharge of a weapon. This is not an
extensive list, since as the plan is implemented, other electronic equipment or security
technologies may be required.
Change Launch Plan
The change management team, consisting of members of the security and IT departments,
will be responsible for the communication of the change plan details and the launch
communications. The security update change project launch will occur only after all of the facts
are clear and the implantation plan is fully developed, including the training systems, courses as
well as the educational equipment is in place to effectively provide the necessary training. The
communication at launch is critical in setting the tone and establishing trust with the
stakeholders. Launch preparation will include a structural change within the organization,
eliminating unnecessary duplication and building strong alliances within the organization
departments most effected.
The change launch itself will occur in a step-wise, three campaign fashion.
A political campaign creates a coalition strong enough to support and
guide the initiative. A marketing campaign taps into employees thoughts and
feelings and also effectively communicates messages about the prospective
programs theme and benefits. And finally, a military campaign deploys
executives scarce resources of attention and time as well as manages resistance
(Hirschhorn, 2002, para. 3).
The security upgrade must be communicated with clarity and convincingly in order to
gain executive, managerial, and employee level support. This means that within the IT and
security departments the managers must be fully supportive of the initiative and understand fully
its implications for their employees. The change implementation communication plan must
include speaking directly with the individual workers to gain an understanding of their concerns
and explain the new changes as a benefit to the employees and the public who visits the facility.
Finally, executives spend time with managers and employees to show their support for the
change and manage the concerns of resistive employees (Hirschhorn, 2002).
Effectiveness Testing & Manager Response Monitoring
Effectiveness Testing
To ensure that the training and implementation programs instituted are effective, testing
will occur using training exit questionnaires, field surveys as well as and third party observation.
Each quarter every facility will conduct live shooter scenario response practices. These practice
sessions will occur on two shifts so that everyone in every department can participate. Each
practice team (administration, health care, IT and security, and support) will be graded on their
appropriate and rapid response to a threat scenario and a third party observer will evaluate the
effectiveness of the new protocols and training. Additionally, security video will be reviewed by
a security professional outside consultant to evaluate any incident that may be identified as a live
shooter event. Third party professionals will then report their findings and recommendations to
the live shooter team for consideration and comparison to key performance indicators (KPI)
previously established (Lane, Villar, Spicer, & Wolverton, 2016).
Manager Response Monitoring
Surveys and interviews held periodically will provide the information necessary to
determine the level of acceptance and promotion of the changes associated with the security
update program. The performance of the teams and their improvement or decline from one live
shooter scenario to another will also provide information on the effectiveness of the department
manager in reinforcing the skills and protocols established for compliance to the KPI. The annual
review of all managers will include a self-evaluation of all aspects of their performance including
compliance with the live shooter protocols (Lane, et.al., 2016).
Continuous Improvement Feedback
Data that will provide continuous improvement feedback will be collected both in the
training and site experience environments. Data will come from pre-training tests, post-training
tests, student exit surveys, and a three-month post training interview and evaluation, and ongoing
from site activities- incident reports, security video review, third party observation reports, and
annual review self-evaluations. The change management team will remain in place as the
monitoring team during the normal operation of the program and their observations and
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References