Decatur veterans affairs medical clinic faces massive pressure with the attempt to enable the patients to afford the cost of care. The reason is that it is difficult for the facilities to minimize the cost while at the same time ensure that the quality of care is maintained. Also other challenges faces the medical clinic are consumerism and competition from other already established insitutions (Seiders et al., 2014). As a result, there is the need to come up with a plan which integrates a strategy thet will lead to the overall improvement of the customer service. In this regard, this papaer presents a possible strategy to incorporate employee training as well as outsourcing of medical appointments so as to improve the ultimate customer experience. Further, the paper expalains how the lewin‘s change theory of nursing can be applied in conjuction with the proposed strategy to ensure that the best results are achieved (Seiders et al., 2014).
One of the most effective ways of ensuring that the quality of care in Decatur Veteran’s Affairs Medical Clinic is improved is to have a skilled customer service team. As such the team ought to be empathetic engaged and adequately skilled. To do this, there is the need strengthen the client skills of the customers by training them on service skills such as patience, consistency, and empathy (Seiders et al., 2014). Also due to the different nature of the patients, the employees have to be trained on adaptability so as handle the various needs of the customers. Additionally, the employees have to be trained on the patient interrelations as bad customer relations may have detrimental effects on the institution (Seiders et al., 2014).
The other way of enhancing the customer service delivery at the clinic will be to outsource medical appointments. The aim is to ensure that all the needs of the customers are met. In the same regard, it will be important to assign representatives to the particular patients who will promote the services which are offered to them (Seiders et al., 2014). Similarly, it will be important to provide exceptional services to the patients who will ensure that the patients feel valued. Indeed outsourcing medical appointments will hasten the period of service delivery which will positively implicate on the quality of care.
The plan to improve service delivery will be projected to be in line with Lewin’s change theory. This means that the course of change is expected to take three stages. The first stage will be unfreezing followed by change and finally refreezing (Mitchell, 2013). Also, it is important to note that the modification theory takes account of three main concepts. The forces are the driving forces of the change, the restraining forces facing the plan and the equilibrium state. The unfreezing process will facilitate the identification of the strategy that can be used to implement the improvements (Mitchell, 2013). The process of change then follows after the strategy has been implemented and finally there is the refreezing stage in which the new habit has been adopted.
Customer satisfaction is the most important aspect of service delivery. As such the management of the clinic ought to promote each and every aspect of customer service. One way to do this will be to promote a focused customer culture. The clinic should employ the use of customer loyalty to their advantage which will be achieved by putting the customer first. The improvement plan, therefore, should be inclusive of customer satisfaction improvement strategies. For Decatur clinic, it is projected that the implementation of the plan will follow the stages of Lewin’s change theory.
Mitchell, G. (2013). Selecting the best theory to implement planned change: Improving the workplace requires staff to be involved and innovations to be maintained. Gary Mitchell discusses the theories that can help achieve this. Nursing Management, 20(1), 32-37.
Seiders, K., Flynn, A. G., Berry, L. L., & Haws, K. L. (2014). Motivating customers to adhere to expert advice in professional services a medical service context. Journal of Service Research, 1094670514539567.