Change management decision models based on shifts within the global economic order have forced administrators to seek new systems and relationships of oversight as organizations switch from traditional vertical work relationships to horizontal interactions. Much of the insight built into recommendations toward better change management models has been developed in scientific fields of practice. The interest in management of knowledge by science communities, and especially the integration of practice into localized IT systems has long been promoted by consultants and advisors to those fields, whom look to channels of facilitation as viable strategies toward competition in the context of change.
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The popularity of IT systems management as strategic model for practice field growth, as well as a core competency for institutional change, is well established. Cost cutting and innovative, IT knowledge sharing networks expand the options of institutions and professionals. Competitiveness now equates with interface with the highest calibre artificial intelligence in advancement of human potential toward global solutions that promise to enhance a new generation in oversight. Andrew Grove, former CEO of Intel once observed that “only paranoid firms survive, primarily because they continuously analyse their external environments and competition, but also because they continuously innovate” (Hitt et al. 1995). Grove’s assertions are echoed by many corporate executives, whom have become sold on the constancy of research and development as the single most powerful source of competitive capital in organizations faced with ‘new market’ competition. For instance, the equity of ‘value’ is a price statement or ‘proposition,’ as well as a method of translating brand identity within the market through illustrated performance of a product. For service organizations, structural response to delivery is still inherent to value. Practice settings are environments desire synthetic opportunities to forge alliances between internal and external forces as they navigate against risk. Value increases continuously, and incrementally as capitalization is realized in relation to those activities. Early responses to the local-global equation looked to structural articulation in what became known as ‘matrix organizations that allowed for retention of rational-analytical choice models, with modified response through process-oriented incremental decision. More recent organizational approaches, and especially in capital intensive fields such as IT, offer support for the benefit of incremental decision making with the salient distinction between the form and function of decisions. Content in both cases is driven by challenges to productivity, and executive direction is now more than before forced to consider incremental decision making as strategic option, despite the fact that rational choice inevitably overrides constant reinvention (Tiwana, A. et al. 2006). Responsive to the aforementioned challenges in the emergent healthcare environment, leaders looking to new IT HMIS operations systems are seeking change management solutions that will enable them to forge lean and agile strategic growth models in settings known for fiscal and resource waste.
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