There are several characteristics of innovators and change agents that I would like to mention. These innovators are asking the big questions and questioning everything from accepted standards to healthcare biases. This kind of scrutiny from within the healthcare sector can only lead to one thing, improvement. In the industry today, it is an incredibly difficult time for healthcare leaders, there are changes to policy, technology, funding, etc. all at the same time (Campbell, 2008). Leaders must financially invest and embrace new technology while seeing limits and pay for performance policies leveraged against them. How do these leaders strategize using innovation, they learn it from change agents like John Kotter and William Bridges (Campbell, 2008).
These leaders have very different characteristics and styles of innovation leadership that can be utilized. Kotter embraces the emotions of the individuals within the organization and teaches leaders to do the same in his model. His first step is fostering an environment that needs change, then conveying a sense of urgency for the change (Campbell, 2008). Emotions that are encountered by the individuals can be transformed into momentum for change through tools in this interactive model. In contrast the Bridges model of psychological transitions moves through distinct stages and guides employees to embrace new identities (Campbell, 2008).
These are just two examples of the difference in characteristics and styles of change agents which leaders can learn to imitate. It will be interesting to see how the local VA embraces the changes of new legislation that are coming down the hill. Hopefully the leaders at the VA will educate themselves on healthcare innovation and properly guide the transition whether interactive or in distinct stages. The new style of healthcare leaders all must be one thing, flexible to a constantly changing environment. This is a skill that can be embraced from the top down, teaching employees to get involved with interdisciplinary models and work forward initiating their own changes and improvements. As these changes unfold in the coming months and years it will be clear who is promoting innovation and improvement to the healthcare system, they will rise to the top.
References
Campbell, R. J. (2008). Change management in healthcare. The Healthcare Manager, 27, 23-39
Veteran Suicide Prevention Initiatives 
Given the issues brought to light in the VA within the last few years, I find it messy and difficult to pinpoint the department’s potential or actual change agents. In fact, the VA appears to have a culture that is resistant to change or this is simply what is portrayed in the media. Are there any individuals in the VA that could be seen as possible or actual change agents? More specifically, are there any known change agents for veteran suicide prevention initiatives?
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There are people at the VA that are change agents. Some are newer staff that the VA is hiring, some have been ASU professors. The one individual I am thinking of wants to bring positive change to the VA. Too early to tell who will be a change agent for the veteran suicide prevention initiatives, but if I worked there I definitely would be.
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