| Summary: | 碩士 === 國立臺灣大學 === 商學研究所 === 107 === According to the analysis of medical industry, "the increase on medical utilization" and "the increase on workload of medical staff" are big challenges facing the medical industry in Taiwan. To tackle the issues effectively, medical culture and service process building on core values of medicine need to be re-designed, supplemented with new technologies, to maximize stakeholders’ benefits.
The organizational change through communication and persuasion underlying the W Hospital Emergency Room reconstruction by implementing innovative hospital design is a potent case in point. The project leader brought in a capable external consulting agent to conduct early-stage research on the space and route designing on site.
The case demonstrated that only through involving the staff, communication and persuasion could bear fruits. During the process, the fundamental medical values were consolidated and consensus was built for the new vision and culture of innovation and openness.
From the vantage point of a management consultant, the process of communication and persuasion were unraveled through applying the theories to the case. Emphasizing "cognition", "affect" and "behavior" respectively, Director W’s trust on the co-leader and the team was established through the circle of persuasion.
The researcher applies Lewin’s 3 step model and Kotter’s 8 step model to analyze the changing process. During the process, the team co-leaders have a coherent strategy for persuasion including "setting the stage", "creating the frame", " managing the mood" and " reinforcing good habits " to make changes happen. Finally, key success factors in organizational change including "endorsement", "resources" and "team" are discovered.
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