Change: The Role Of Change In The Healthcare Industry

These changes are then reinforced to employees by the Charge Nurses in Morning Huddles and in special called Safety Huddles throughout the week. While management is very open to change, implementation of the changes must be carried out by the actual hands-on personnel, and this often times leads to fear of the unknown. As Yoder-Wise (2015) states, “All changes, whether perceived as positive or negative, large-scale or simply, are scary and generate fear” (p. 307). In the short time I have worked in the ED, I have seen both support and resistance among co-workers regarding change processes. While some embrace change, others resist, and are set in their ways viewing change as inconvenient and an addition of time-consuming steps to an already stressful environment. Most whom I work with, when presented with the facts and evidence behind the change, view it positively and have no problem implementing it.

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.

With our main research question we aim at exploring the importance of effective change management and the characteristics of a successful change management program in a hospital. The main research question can be formulated as: To what extend is change management necessary and how can it most efficiently be implemented in a hospital?

It is clear from the abstract of the article that managing change is a complex dynamic and challenging process which refers to a structured approach that facilitates the adoption of change by groups and individuals within an organization, in the second paragraphs. The author starts by saying that managing healthcare change, is the process of planning and implementing

Some of the potential barriers may include financial constraint, health care team’s resistance to change and existing patient comorbid conditions. Sometime it is difficult to change the culture of organizations. Some nurses resist evidence-based change because they believe it makes their work more difficult. Educating them about the benefits of the change intervention can rectify this problem. Furthermore, obstacles to patient education would also be identified and rectified. “Interventions at multiple levels that address, the demographic and

Health care and indeed nursing is dynamic. This reality should a reminder of how flexible we should be when change knocks our door. There are two types of change; First-order change, that occur within a stable system and makes minimal but incremental alteration on the current system; Second-order change is drastic and disjointed and calls for a transformation for finds most people unaware or not ready to move to a new system. “Workers need to be open and responsive to change and become ‘long life learners’’ (Huber, 2014 p. 39). One of the challenges is for the leader and manager to influence as where needed coerce the followers to adopt new processes.

A number of human resources management are obstinate to modify their business plans due to rapid change in the health care organization. Organizations become comfortable with their business plans because they are afraid of taking risks of losing their businesses to competitors. Remaining competitive is the key aspect of a company; it drives consumers from competitors to come to the company and utilize their services. Kalyani & Sahoo (2011) stated that a business plan is created to institute goals, morals, ethics, and values. Various organizations reject to change these qualities since it is a unique definition of what their company stands for. In addition to goals, morals, ethics, and values, a business plan consists of the code of conduct.

According to Banner Health ([Talent & Organizational Effectiveness], 2018), change requires leadership and management. To manage change Banner employs a scientifically proven change management methodology to guide individuals through change (Banner Health [Talent & Organizational Effectiveness], 2018). With the adoption of this change management the responsiveness to change by leadership and nursing staff results in openness and willing to engage. With this new renovation Banner is currently undertaking, this change management approach is essential and banner employees are embracing the changes. Banner communicates the changes efficiently through email and leadership for a smooth transition. Their goal is to increase the speed of adoption by

As a leader in healthcare, there are a few aspects that must be handled prior to implementing change. The only way to help curb resistance to change, is to be informative. Once the plan comes together, as to enhancing or implementing a new program, there can be an informative meeting of the staff. In this instance, the incident reporting system, the meeting would not be mandatory, but to ensure that the staff feedback is vital in having a successful rollout of the new program. It seems that fear is common when having a new program. This would give a way to calm the fears and make it known that the incident reporting program is not a way to place blame, but to be successful and error free. After the meeting, there would be training seminars

for buy-in, enabling action, creating short-term wins, don’t let up, and making it stick). Bridges

In my experience, a team’s response to change often mirrors the leader’s response to change. Despite working in the ever changing healthcare environment

The evolution of health care industry has taken a taken a drastic turn for employers and healthcare insurance. This article outlines a comparison in the time period between 2001 to 2011 where health insurance was typically purchased for large organizations; yet drastically lacked in medium to small companies (Haislmaier, Moffit, Owcharenko, & Senger, 2014). The large organizations typically would have 100 or more employees and the smaller organization less than 100. The trend was noted in economic downturn many organizations removed additional employees to bare minimum. This trend created a huge spike in uninsured employees or not employed.

When planning a change in the NHS such as this it is necessary to look at change theory models. These will be very relevant when implementing my change. The majority of contemporary research originates from the work of social psychologist Kurt Lewin in the mid-twentieth century. Lewin identifies three stages through which change must proceed before any planned change will become embedded in an organisation or system of working. These are unfreezing, movement and refreezing. I will base my change upon this model.

Nursing is a profession of change. The environment a nurse works in changes, technology is updated to provide the best patient care and nurses are learning about the updates to best evidence the field is relies on. Additional environmental changes for nurses include restructuring of the organization, quality improvement and employee retention (Marquis & Huston, 2012). These types of changes are typically planned (Marquis & Huston, 2012). Planned change is a purposeful, calculated and collaborative effort to bring about improvements with the assistance of a change agent (Roussel, 2006 as cited in Mitchell, 2013). However, attempts at change may fail when change agents take an unstructured approach (Wright 1998 as cited in Mitchell,

The present challenges for the healthcare industry are significant. With a population that is forever aging, escalating costs, and the unsure impact of the Affordable Care Act, healthcare providers are under tremendous pressure to meet the needs of their patients while maintaining or even reducing costs. One such organization feeling this pressure is BayCare which is a leading not-for-profit health care system that connects individuals and families to a wide range of services at 13 hospitals and hundreds of other convenient locations throughout the Tampa Bay and central Florida regions. Inpatient and outpatient services include acute care, primary care, imaging, laboratory, behavioral health, home care, and wellness. With over 3,100 practicing physicians and more than 58,500 surgeries performed annually, their budget for operating room supplies exceeds $80 million annually across all facilities. Morton Plant Hospital is faced with the challenge of reducing overall operating costs without sacrificing their high standards of patient care and safety. The hospital realized that surgical waste represented a huge opportunity to address. By providing visibility to information that was otherwise hidden, a case cart system would be able to track surgical materials issued, used, and returned; including between doctors, procedures, and locations. This could help the hospital to achieve a number of objectives including: guarantying that all material issued to the OR was accounted for