Change And Innovation In Nursing

A study was done at a 1,300 bed urban facility over a 13-week period. The purpose of the study was to describe the causes of inpatient falls in hospitals (Hitcho, et al., 2004). All falls were reported except falls in the psychiatry service and during physical therapy sessions. During the 13-week period, a total of 183 patients at an average age of 63.4 years old fell. Of the total number of falls 79% were unassisted, 85% happened in the patient room, 59% occurred during the evening or overnight shift, 19% were while walking, and 50% were elimination related (p. 732). In this study it was identified that many patients did not use their call bell before getting up because they did not believe they needed assistance. It was stated that, “perhaps patients need to be better educated on the effects that a new environment, decreased activity, medications, tests, and treatments can have on patients’ energy and ability to ambulate safely” (p. 737). The findings of this study showed that falls not only happen in the elderly, but in the younger population as well. Patients that fall in hospitals are often unaided and are due to elimination needs. To prevent falls and decrease injury rates, more studies need to be done.

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.

The facility my change project has potential impact upon is a teaching hospital which is known for promoting, supporting, and encouraging clinical research and implementing latest evidence-based practice. Erlanger serves as the region's only academic teaching hospital and strives to employ healthcare professionals who are knowledgeable in the latest skill, technique, and evidence based practice (EBP) (Erlanger Health System, 2017). This serves as both a strength and opportunity for the facility. A major strength for the hospital is the support that is has for research and implementation of all change processes. In 2013 the Institute for Clinical Research (EICR), was developed to solidify unity of two objectives, providing patients’ access

The need for innovation in medical care becomes a priority in a growing world, with the world population growing at an alarming rate, from 3.036 Billion to 7.125 Billion in just half a century from 1960 to 2013. The rapid increase in population has translated to congestion in urban centers leading to enormous waste production; a lot of pollution made due to excessive fumes from vehicles on roads and even water pollution due to a rapid increase in industrial activities in the quest to satisfy production. All these effects are increasingly resulting to higher frequency within which people acquire infections leading to the need for specialized medical care.

People generally like to stay in their comfort zone, they do not like changes. However, change is a necessary part of life, we see change in nature every day. Change can be positive or negative. We can choose to embrace the change or reject it, we also can choose to allow the change to have a negative or positive impact on our lives. Helmstetter lists six steps when dealing with change. First to recognize the change, then to decide if you are going to accept or reject the change. The next step is to choose your attitude toward the change, then choose how you are going to deal with it and what actions you are going to take. The last step is to evaluate your progress of accepting the change (Lamberton and Minor, 2012)

In the healthcare facility there are many things that can benefit from change. Bedside rounding with the inclusion of the entire care team would be a beneficial change to any healthcare facility. By doing bedside rounding it promotes patient and family involvement in the exchange of information and planning of their care. This also allows for the interdisciplinary team to be completely involved rather than picking up bits and pieces of information throughout the day from multiple different people. This is also a great opportunity for the patient and their family to ask questions with the entire care team available for answers.

Participation of all employees in a healthcare organization is needed within a transformational organization. Change is probably never popular, but is necessary for the transformation and restructuring of the healthcare industry. There are several models in the scope of transformational changes and learning organizations. The capacity to change is embraced by organizational transformation and initiatives sustained are representative of learning organizations (Johnson, 2009).

Organizational change can be an intimidating process for everyone that is involved. Resistance may be met, which is why strong leadership is crucial for implementation of an organizational change to succeed. The purpose of this paper is to discuss the effectiveness of an organizational change once implementation has occurred. It will also discuss outcome measurement strategies related to the organizational change process to include the tools necessary for these measurements. During this paper analysis of costs, quality of care and patient satisfaction measurements will also

There is no doubt that nursing is an ever changing field. Although nursing always has been about caring for others, at the present time, this field is more sophisticated and respected than in the past. Currently, there are standards of nursing practice and professional performance developed by the American Nurses Association (ANA) for American nurses to follow. However, there is some controversy about whether nursing is a profession or not. Also, in order to learn these standards as well as other norms, values, and behaviors of nursing, nursing students and nurses follow a lifelong process called socialization which is affected by many factors. Moreover, a way to learn more about these topics is to compare real nurses’ thoughts and experiences with what literature suggests. Therefore, after interviewing an experienced nurse and report on her demographics, I have been able to contrast her perspectives on nursing being a profession, the ANA standards of practice, and the socialization process to literature as well as reflect on my own thoughts and values.

Health care is in a constant state of change. Health care organizations must recognize that change is needed to improve the quality and safety of patient care, retain employees, and restructure the organizational chart to maintain their viability. When changes are carefully and deliberately thought through using the knowledge and skill of leaders, this is considered planned change. The change agent plays a major role in the outcome of the change; whether the change is successful or unsuccessful (Marquis & Huston, 2012). The purpose of this paper is to identify a deficiency within a department of a healthcare organization. A description of the planned change to address the deficiency will be

There have been many changes (major and minor) in the nursing profession and the medical field, as a whole, over the years. Some of these changes include changing demographics and increasing diversity, technological explosion, the cost of health care, and significant advances in nursing science and research. Major socioeconomic changes created this drive to make transformations in nursing and institutions. These institutions are the ones that are responsible for educating the next generation of nurses, such as West Coast University.

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

Fixing problems that face health care in many health facilities demand a system wide set of solutions. The systems used in these facilities must be assessed and redesigned to identify factors that will aid in the achievement of the set goals. The enormous task of achieving the goals should be undertaken collaboratively by all the key stakeholders, who include, health care professionals, planners and policy makers, administrators, payers, and patients and their families. These partnerships must begin with a common understanding of the problems together with a shared commitment to cooperate and work together to eliminate the problems. With this knowledge, therefore, an action plan for redesigning the health care system can be developed and later implemented. For a successful health care service to be realized, there are various factors which should be employed and which are not found in the traditional business setting. These include unique economic processes, proper regulatory requirements and the perfect quality indicators. This creates a need for every leader within the healthcare industry to create or develop unique skill sets that will harmonize both organizational leadership and the inter-professional team development. It is, therefore, important to understand the comprehensive approach to the management of patient care and also how the concepts of team development and organizational leadership support healthcare leaders in creation of a patient-centric