Your SlideShare is downloading. ×
Upcoming SlideShare
Loading in...5

Thanks for flagging this SlideShare!

Oops! An error has occurred.

Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply



Published on

Project for Graduate School Class EDUC 6105

Project for Graduate School Class EDUC 6105

Published in: Business, Health & Medicine

  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

No notes for slide


  • 1. Undergoing Change in a Large Corporate Environment
    By Eric T Traugott
    Walden University
    Organizations, Innovation, and Change EDUC - 6105
  • 2. Who Is United Health Group?
  • 3. Who Is United Health Group?
    UnitedHealth Group is a leading health care company, serving more than 75 million people worldwide. Their family of companies touch nearly every aspect of health care.
    Through their Health Benefits businesses which include UnitedHealthcare, Employer & Individual, UnitedHealthcare Medicare & Retirement and UnitedHealthcare Community & State — they serve a full spectrum of customers with network-based health care benefits and related services.
    Through their Health Services business which include OptumHealth, OptumInsight and OptumRx — they are helping make the health care system itself work better for everyone. They are focused on population health management, care delivery and improving all the clinical and operating elements of the system. 
  • 4. Mission and Values
  • 5. Mission
    Our mission is to help people live healthier lives. Our role is to help make health care work for everyone.
    Seek to enhance the performance of the health system and improve the overall health and well-being of the people we serve and their communities.
    Work with health care professionals and other key partners to expand access to quality health care so people get the care they need at an affordable price.
    Support the physician/patient relationship and empower people with the information, guidance and tools they need to make personal health choices and decisions.
  • 6. Values
    Integrity. We are dedicated to the highest levels of personal and institutional integrity. We make honest commitments and work to consistently honor those commitments. We do not compromise ethics. We strive to deliver on our promises and we have the courage to acknowledge mistakes and do whatever is needed to address them.
    Compassion. We try to walk in the shoes of the people we serve and the people we work with across the health care community. Our job is to listen with empathy and then respond appropriately and quickly with service and advocacy for each individual, each group or community and for society as a whole. We celebrate our role in serving people and society in an area so vitally human as their health.
    Relationships. We build trust through cultivating relationships and working in productive collaboration with government, employers, physicians, nurses and other health care professionals, hospitals and the individual consumers of health care. Trust is earned and preserved through truthfulness, integrity, active engagement and collaboration with our colleagues and clients. We encourage the variety of thoughts and perspectives that reflect the diversity of our markets, customers and workforce.
    Innovation. We pursue a course of continuous, positive and practical innovation, using our deep experience in health care to be thoughtful advocates of change and to use the insights we gain to invent a better future that will make the health care environment work and serve everyone more fairly, productively and consistently.
    Performance. We are committed to deliver and demonstrate excellence in everything we do. We will be accountable and responsible for consistently delivering high-quality and superior results that make a difference in the lives of the people we touch. We continue to challenge ourselves to strive for even better outcomes in all key performance areas.
  • 7. Time for a Change…
    OptumHealth, a business segment of United Health Group, underwent a major change in 2007 by moving segments of their staff from the office into the home. OptumHealth was telecommuting.
  • 8. Why Change?
    Source: Dr. Michelle Bligh, 2009
  • 9. Planning
    Source: Dr. Michelle Bligh, 2009
    Communication of Strategies
    Use multiple modes of communication
    Include representatives from all functional and geographic locations
    Give everyone a say, do not make the change feel imposed
    Ask the Right Questions
    Understand all of the systems in play
    Identify Structural Impediments
    What are the limitations to your infrastructure that may cause delays and/or failures to your change process
    Identify resistors and create coalitions
    Identify resistors to change and help them to understand the process and why it is necessary.
    Create coalitions of the willing to work through any potential hang ups.
    Communication of Strategies
    According to Tracy Traugott, Supervisor at Optum Behavioral Health (OBH), Staff were very surprised at the announcement of change. Leadership went out of their way to pass out packets of information, conduct staff meetings and provide status updates via email to keep staff aware of progress.
    Ask the Right Questions
    The company had tested the waters previously and had success with the change, saving quite a bit of money in the process and streamlining business processes.
    Identify Structural Impediments
    Leadership at OBH realized the infrastructure requirements during the planning stages and worked out deals with telecommunications providers and furniture vendors well ahead of the planned implementation.
    Identify Resistors and Create Coalitions
    This was an area that I believe OBH dropped the ball. According to Tracy Traugott, little was done to achieve staff buy in during any stage of the change process
    Suggestions for Success
    How did OptumHealth Do?
  • 10. Implementation
    Further identifying resistors and creating coalitions
    Identify resistors to change throughout the entire change process and attempt to eliminate them before they cause regression.
    Effective Communication
    Must tailor communication to everyone to be most effective.
    Involving everyone will make staff feel like they are part of the process and will provide your change effort a better chance to last.
    Identify and overcome structural impediments.
    What are the limitations to your infrastructure that may cause delays and/or failures to your change process
    Further identifying resistors and creating coalitions
    Employees that had reservations about telecommuting were given the option to resign with a severance package based on their tenure with the company.
    Effective Communication
    Leadership continued to hold regular staff meetings to identify any questions.
    Progress emails were sent out daily.
    Overall the consensus among staff were that the top leadership could have done a better job in the communication during implementation. Most of what was happening was just imposed and left many people wondering why. A lot of questions went unanswered.
    Structural impediments
    Many things came up during the implementation such as delays in furniture and cable installs. This was handled as efficiently as possible by leadership, and the impact to overall production was minimal.
    Suggestions for Success
    How did OptumHealth Do?
    Source: Dr. Michelle Bligh, 2009
  • 11. Sustainment
    Continued Communication
    Periodic Team Meetings
    Organization Sensing Meetings
    Periodic Intergroup Meetings
    Renewal Conferences
    Goal Directed Performance Reviews
    Periodic Visits from outside consultants
    Continued Communication
    OptumHealth continues to hold staff meetings twice a month, bringing all call center staff into the office to discuss ongoing challenges to the change
    Management meets once a month, via teleconference to discuss overcoming leadership obstacles in the new format
    Individual teams meet once a month to discuss issues among the team with their supervisor
    Performance reviews were tailored to meet the new requirements of a telecommuting type environment
    Suggestions for Success
    How did OptumHealth Do?
    Source: Beach, 2006
  • 12. Reflections and Observations
  • 13. Reflection and Observation
    Reoccurring theme during any change process
    Accomplished Goals
    UHG managed to consolidate their workforce
    Bottom line savings in facilities cost was realized.
    Conflict and change move the organization forward
    Leadership had to adapt to changed work environment causing them to be more creative and innovative in dealing with situations.
  • 14. References
    Bligh, M. (Writer). (n.d.). Organizational Change. Podcast retrieved from
    Bligh, M. (Writer). (n.d.). Sustaining Change. Podcast retrieved from
    Beach, L. R. (2006). Leadership and the art of change: A practical guide to organizational transformation. Thousand Oaks, CA: Sage Publications, Inc.