Change Fatigue : Organizational Responsibility

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Change fatigue: Organizational Responsibility Change fatigue is an organizational term defined as poor emotional responses to attempted change (McMillan & Perron, 2013). Behaviors include change leaders failing to follow through on assignments, little transparency regarding project progress, staff impatience with efforts, diversion of utilized resources, and value of the project questioned (Reineck, 2007). It can result from rapid, continuous, and relentless organizational or individual changes that are implemented in daily healthcare work practices (Buchanan et al., 2005). As the largest group of all healthcare providers, nurses are well-positioned to contribute to the success of change initiatives (Iacono & Altman, 2015). The majority of change initiatives address patient care, therefore also engages nursing. Whether as a result of evidenced-based care practices, quality measures, financial incentives, or regulatory statues, the trickle-down effect of change stops with the nurse (McMillan & Perron, 2013). Thus, nursing is in the most danger of developing change fatigue. Understanding Human Cause To understand what causes change fatigue, it can be helpful to understand the inherent limitations humans have to adapt to constant change. Constant organizational change alters expected workloads, leading to unpredictability and stress for employees (Johnson, 2016). Persistent exposure to stressful stimuli can disrupt recall, memory processing, and long-term
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