How Change The System Or Practice Will Achieve The Desired Outcome?

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.

The practice of nursing is ever changing and to ensure that we are prepared to receive these changes we must learn to adjust along with it. To better understand the how to assist nursing staff and administrative policies on providing nurses with more autonomous roles The Robert Wood Johnson Foundation and the Institute of Medicine (IOM) conducted a study in 2010 to provide a report with would make action-oriented interventions. The restriction of health care legislation has created difficult barriers for nurses to respond effectively to these rapid changes in the health care system and limits our ability advance along with it. The purpose of this paper is to discuss the impact of the report produced by

Inferences about program success based on Manager Program Selections- It may have had a negative impact if there weren’t enough participants in the program. However, I believe there was some bias for the Managers selecting one program over the others. Even though we are empowering the Managers to make decisions for their location, we are not empowering the employees themselves as they were not involved with the Managers to make the decision as a team. In addition, Program I is not really a program, but an election to not participate as they were conducting business as usual.

Change is undoubtedly an incredibly important aspect of human progress, and is often brought about in the form of disobedience. Change can be both beneficial and

Has the program been successful to this point? If not, why not and what does the business need to do to the policy and procedures and practices to make them work or do the staff need further training and assistance with the implementation.

The more active the participants are in the planning, the less resistance there will be later (Sullivan & Decker). If staff does not trust leadership, does not share the organization's vision, does not buy into the reason for change, and aren't included in the planning, there will be no successful change, regardless of how brilliant the strategy (Goman, 2000). How people react to change is important to understand. Change takes an emotional toll on people, some more than others. It is important not to underestimate that toll and understand who will have a harder time adapting to change. Fear of change has many roots. Those roots can be a lack of trust, fear of failure, fear of loss of income or a belief that the change is unnecessary (Sullivan & Decker). By understanding the reason for the resistance a manager can help the employee overcome his or her fear and become a supporter of the change. The last two steps are to provide feedback mechanisms to keep everyone informed of the progress of change and evaluate the effectiveness of change (Sullivan & Decker). People need to be kept informed of the change process to minimize anxiety. Sometimes there are unexpected consequences to the change, and it is important to have a system in place for those consequences to be discussed and if needed more changes made in order to accommodate those consequences.

I am aware of the key attributes it takes to provide value to others, and I am beyond

The purpose of this paper is to discuss a new best practice, the necessary steps for implementing the new practice, and support this change in practice with current literature. Heart disease is the leading cause of death in the United States. Evidence-based clinical practice guidelines regarding patients with ST-segment elevation myocardial infarction (STEMI) seek to reduce variation in practice and improve outcomes for this patient population (O 'Gara et al., 2013). Current evidence-based practice includes immediate reperfusion therapy to the involved coronary artery in this patient population. However, it is often challenging for emergency department nurses to implement the initial steps of this evidence-based practice, which includes obtaining a 12-lead electrocardiogram within ten minutes of arrival, as some patients present with symptoms other than chest pain, or atypical symptoms. For instance, atypical presentations include shortness of breath, altered mental status, upper extremity pain, upper back pain, generalized weakness, and abdominal pain (Glickman et al., 2012). Ultimately, this results in delays of reperfusion therapy.

Another challenge that PDP might face in the future is that there are too many risks attached to the program. An issue is that the PDP might face a challenge from its current employees because there is nothing in it for them. The opportunity of career development and growth are directed towards graduates in which might upset current employees as they feel neglected. Another challenge is that the program isolates people with a GPA of 3 or higher. There should be other ways to seek out talent. A potential challenge that the company could run into is that the individual invested into does not stay with the company or later down the road is not the ideal candidate for the company. The company runs the risk of losing that trainee after investing so much into them. Another challenge is that the program branches across a widespread that if one single entity does not cooperate, it could jeopardize the program. An example would be the person who is doing the coaching because if that person does not do an adequate job then the company runs the risk of losing the

There are many horrendous problems with this planet. Many believe that one small voice can not make a difference in one’s country and often humans trust their instinct that no one can make a contrast in their community. The thing that is quite hard to see is that you can indeed alter what you wish if you try. One attempt will not do, you must put forth an effort and commitment to see the modifications actually come forth. Making a change you wish will take much endeavor and be

If the new initiative is a failure, can I withstand the impact in my work environment?

I think I am in an intermediate stage of performing all the components of this outcome. I am able to perform certain components of this outcome independently, but when it comes to perform other components I have to depend on others. For example, at my work I know all the pharmacy laws regarding controlled substances so if there is a question regarding changes that can be made on C-II prescription I know the answers, I also know how to perform an inventory of the medications, how to order a medication or the procedure to follow to accept the orders in the system, but I am unaware of the procedure to follow for a C-II orders, refund of medications and refund of immunizations, therefore, I have to depend on other co-workers or pharmacist to perform

* In forth step, I communicate change vision and plan of attain it with team members by assistance of guiding association.

Take this same example one step further. Assume you were made aware that a change was required, but you had no desire to participate or support the change.

December 14th 2012 is a day that most employees at Vidant Health will remember. A reorganization of the employee benefits occurred that impacted nearly everyone in the organization. A key portion that was restructured was the annual leave policy. Specifically, the organization transitioned from providing separate banks of time for holiday, sick and vacation time to a pure paid time off (PTO) policy. This transition caused a reduction in the total number of days an employee would have access to take off each year. Additionally, the ability for an employee to have their sick bank paid out at retirement was going to be phased out over the next five years. The organization was becoming a Joint Employer over multiple regional hospitals each with a different structure for calculating and administering time away from work. My role was to present this information to groups of employees and answer questions. I was reminded of the scripture, “The plans of the diligent lead surely to plenty, But those of everyone who is hasty, surely to poverty” (Proverbs 21:5, New King James Version). This was a difficult task, but sometimes in business without diligence and proactive change, sustainability is not possible.