Case Study : Planned Change In A Clinic Setting

Implementing change among all organizations is necessary to achieve success; within the health care industry change is constant and it is the role of management teams to assess, plan, implement and evaluate change to ensure satisfaction. Considering this among the other aspects of running a successful organization it is essential to ensure that there is minimal resistance and familiarity to change. Demands of the consumers and staff as well as regulations are continuously changing. The responsibility of managers is to successfully lead these inevitable changes.

As a result, they can affect items that are working properly, as well as, incur associated cost without the benefits (Taylor, 2015). Next, the firm should glide toward step 1, which is the redesign or the adaptation of the individual’s roles, responsibilities, and relationships (Spector, 2013, p. 42). This step allows the employee’s to discover who they need to work with, how they will benefit the company strategy, and the outcomes they wish to achieve. In this particular scenario for illustration, the team of nurses, therapist, tech, and schedulers will needs to work together, discover what they needs to do to make an impact (minimizing wasting products or ensuing they charge them out to the patient), and move from only providing quality care to providing quality, cost effective care. The importance here is that the employees devised this new concept rather than top management forcing it down the chain. This area can also present some potential problems. The team or organization can be risk adverse and fear making mistakes or failing (Recklies, 2001). For example, if 2 options are available, the person will go with the one that has lower risk instead of the one that may be more risky and provide a higher return or better outcome. Moreover, employees may be resistant to change as they are uncomfortable with it, do not see the new skills as beneficial, or they prefer the status quo. The second step, help, requests

There are numerous change theories that nurse leaders can use to help make a change. According to our textbook, one of the most useful theories is Lewin’s change theory. This theory of change is described in three stages, (a) Unfreezing, (b) Moving, and (c) Refreezing (Grossman & Valiga, 2012). First, in the unfreezing stage, a problem is identified, analyzed and the start for change begins. Second, in the moving stage, this is where you make the change, new policies are developed and implemented. Last, in the refreezing stage, the change has been made and this is the new way of doing things now. Lewin’s change theory also mentions the driving forces, restraining forces and equilibrium, in order for organizations to remain in balance.

According to Porter-O’Grady, 2016 et al p 324, our healthcare systems today are at the center of what is considered major change. Much of the change today is directly related to the foundational principles, concepts and associated with complexity in systems and relationships, and an understanding by nurse leader and follower; of what it takes to make meaningful change. Nurse Leaders, registered nurses, advance practice nurses, and other followers, at every level of our organizations must be increasingly aware of meaningful and sustainable changes that improves our healthcare systems (Porter-O’Grady, 2016 et al p 324).

Nurses play a vital role in healthcare. They are the patient’s advocate and act as the patient’s “eyes and ears”. Pictured here, is Mark, a Registered Nurse working in the Schulich Heart Centre at Sunnybrook Health Sciences Centre, preparing medications for his patients. Making sure the correct medication is administered at the right time is an integral part of a patient's recovery. On his unit, patients are primarily admitted under three services: cardiology, cardiac surgery, and vascular surgery. His ward in particular only has registered nurses as the patients are very acute and registered nurses have more education and training than a registered practical nurse. His daily activities include administering medications, tracking vital signs,

Nurses are on the front lines of patient care, as delivery of care relies heavily on the nurse to provide excellent patient outcomes. The purpose of this paper is to gain insight into the nurse’s role as a supporter of an organization’s strategic plan from the perspective of a quality manager.

Change is a hard concept for most, but change in the hospital setting can be beneficial for both staff and patients. According to Mclean (2011), “Every change begins with an ending” (p.79). How people respond to change can make the process easy or hard depending on how the change is presented.

Kay says ACS developed a Wishing Well Activity; "I Wish For .....". She says the ACS Gala is 10/13/2017; funded researchers will be present. Kay would like to give an update to Navigators/LCSW/etc. Karen says every patient will be assigned a navigator. She says roles are changing and now will support tumor board. Karen will put Kay on the agenda for the next Patient Navigator Support Group meeting.

Relationships among workers in the ICU of Changeable Medical Center are at best, strained. In the past six months, the unit has expanded from 8 to 12 beds, changed to a different electronic health record vendor, and changed unit managers. Ten of thirty registered nurses have resigned or left, two of the remaining twenty are out on sick leave, and absenteeism is at a record high. As the new unit manager, you are looking for ways to improve morale and deal constructively with the many problematic relationship issues.

Every profession embraces change. Whether it is small, like a simple word addition to the important Patient Information document, or large, like a staff shift, the medical field is constantly changing. To fully understand the scope of what it means to change, I have been challenged to ask “Why?” The answers have helped me grow at Eastside Medical Center.

Nurse managers should consider patient needs, level of education, expertise and work satisfaction before dictating the number of nurses-to-patient ration (Murray, 2017). Reported by Martin (2015), the risk of mortality can be decreased by 50%. Starting with the nurses, a large amount of workload can bring fatigue, inadequate sleep, employment and increase in calls-out which leaves nurse managers to make changes to assignments. This takes times out of the resource nurse shift to focus on redistributing patient, in turn, causes a delay in starting their plan of care. As an aide, there have been times at Meritus where a nurse calls out and the resource nurse at least spends an hour with the outgoing nurse communicating with the staffing office to ask for a float pool nurse. On the other hand, outcomes such as “pneumonia, shock, cardiac arrest, and urinary tract infections are directly related to low nurse staffing” (Martin, 2015). On the stroke medical-surgical unit, sometimes there is one aide for 28 patients. Some of these patients need turning every two hours, incontinent or bedrest, but it is difficult to attend to all of them on an hourly rounding base and provide adequate care to each of them. At one point, a new graduate nurse was given seven patients to care for. According to Meritus nurse residency program, new grads can have up to six patients on a medical-surgical floor. One can only imagine how overwhelming that can be for a new nurse. To help prevent these poor outcomes from occurring, strategies to improve nurse staffing can be utilized by

The principal organizations must endorse the idea of planning for the fewer managers, employees, shared decision making, greater decentralization, expanded practice, diminished support resources, and the brand delivery models. The respective hospital administrators should also consider endorsing the placement of monetary value to patient satisfaction. The nursing leaders in every level, in the respective organization, must consider managing basing on the evidence-based principles of management. The aspect of meeting the challenge involves the succession planning that

Every organization has different kinds of jeopardy that limit the operation. Even to the most successful institutions, one would still find the problematic instances. The issue is how well businesses take the proactive initiatives to manage the internal and external difficulties and opting for better changes (Baines et al., 2013). The paper highlights the problem of nurse shortage in Amesbury Health Center, causes of the phenomenon, factors hindering the desired change, and the effective change model. The study also provides the solution to the issue. Finally, the paper gives the suggestion on the organizational change to handle the need.

While many health care practitioners are willing to change, the issue is that change is often mismanaged by leaders whom are either incompetent or lack the resources to follow through in the implementation of change. An example was documented in a study of a California hospital unit where patient satisfaction scores rose and immediately fell. At the time, the hospital was going through transition. The nurses in the unit saw this as an opportunity to improve patient satisfaction score. They initiated the process by recommending that the new chief executive officer (CEO) change the current procedure to one that could led to the improvement of patients’ satisfaction. The result, in a few months

By empowering the community of nurses and sustaining employee engagement, patient and employee satisfaction would remain the same, if not increase (6 Leadership strategies for navigating perpetual change in healthcare, 2015). Change is tough for most people and the time to adjust varies with each individual. Taking some time to acknowledge each individual and their needs is an important factor to being a great leader (6 Leadership strategies for navigating perpetual change in healthcare, 2015).