Abstract
Leading the organizational change process in healthcare requires a clear vision, effective communication, and deep involvement. The team leaders effectively lead the proposed organizational changes that begin from the top executive level, involve organizational layers, engage stakeholders, perform assessments, and adapt the changes as a new norm.
Experienced leaders gathered various decision alternatives from numerous communications with the stakeholders and rapidly implemented the workflow adaptations efficiently in oncology practice organizations. They identified multiple attributes of alternatives for cancer patient management in healthcare institutions without compromising treatment outcomes. Good leaders easily recognize and exclude information bias influences to eliminate impacts on decision-making. Healthcare executive members, leaders, administrators, managers, physicians, physicists, and nurses are reliable sources of information for change management in oncology.
Various business analysis models, such as SWOT analysis, Porter's five forces framework, FMEA, etc., can measure organizational strengths, weaknesses, opportunities, and threats. Conducting detective and preventive actions helps reduce the accepted risks' impacts on radiation oncology practices. An excellent action plan can be used to compare the completed system process to its initial requirements and directly support fostering enhancement efforts by steering actions. Task analysis helps track the follow-up actions to achieve final objectives, and continuous monitoring is considered a valuable feedback tool.