solved Post A)According to Brent Gleeson (2017), a former U.S. Navy

Post A)According to Brent Gleeson (2017), a former U.S. Navy SEAL and now leadership strategist writing for Forbes magazine, 70% or more companies incorrectly anticipate the length of time it will take to implement significant changes to transform their organization. He compares these changes to “Battle Fatigue”. This translates to a company dynamic where elements like previous failures negatively impact the morale of employees who have worked hard and made personal sacrifices to reach a previous goal that was ultimately unsuccessful. They often become cynical and discouraged when faced with another overhaul of the organization’s operating procedure (Gleeson, 2017).People fear for their future, their income, and the impact changes may create for their families. Understandable, right? These fears and concerns make it difficult for staff to focus and stay productive when they are needed most (Gleeson, 2017).Having a broad scope of changes to be made, such as improved internal efficiency or overhauling an organization’s vision of being the leader in their industry, is far too broad a realization. Rather, smaller goals need to be celebrated to keep momentum going in the desired direction. When the change leaders set milestones of progress along the path of success, it gives workers a sense of pride and satisfaction in their efforts to reach the overall vision of change. Victories should be recognized, rewarded, and spread throughout the organization as encouragement for other aspects of the business to strive for. These strategies offset the persistent threat of battle fatigue which slows progress for everyone. When workers see success happening, it energizes them and keeps everyone emotionally connected to the long-term goal (Gleeson, 2017).ReferenceGleeson, B. (2017, July 25). 1-reason-why-most-change-management-efforts-fail. Forbes. https://www.forbes.com/sites/brentgleeson/2017/07/25/1-reason-why-most-change-management-efforts-fail/?sh=43065d00546b Post B) One factor impossible to evade is change. Though in an organization, people fear change. Therefore, when healthcare leaders implement changes in their organization, it tends to fail. This happens because of inadequate support from leaders, poor planning, lack of resources, and inadequate skills needed for the changes (Dye, 2017). Besides, people resist changes due to fear of the unknown. As change sometimes comes as a surprise to employees, they tend not to accept it. They are used to their monotonous way of operations, and therefore accepting changes becomes challenging to workers.Sometimes peer pressure causes healthcare providers not to embrace changes within the organization. Therefore, group resistance makes an individual resist change. For effective change to occur, healthcare facilities managers should clearly define the changes. While doing this, it is their responsibility to explain how the change aligns with the organization’s objectives (Dye, 2017). Organization leaders should effectively communicate this to employees before the change. Moreover, leaders can provide adequate training to employees. In the process, workers find it easy to embrace the changes.ReferencesDye, C. F., & Lock, J. D. (2017). Leadership in healthcare: Essential values and skills.