Implementing A Change Management Plan

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.

An example of Lewin’s change theories in relationship to a change in my facility is a new program called

He theorized a three-stage model of change known as unfreezing-change-refreeze model that requires prior learning to be rejected and replaced. Lewin 's definition of behavior in this model is "a dynamic balance of forces working in opposing directions."

Implementing a change project is a challenging step of the Capstone Change Project. This paper focuses on steps that must be taken to implement a change, strategies to ensure the success, involved stakeholders and their roles, educational requirements, safety issues, ethical considerations, and external or internal regulations’ effects on the process. It also include the change theory, nursing theory, and evidence based practice influences on the implementation process.

At first, the plan is presented in front of the Quality Care Committee for review and approval. Once granted by the committee, then it is presented in front of the nursing director and managers for consideration. A change management toolkit is the best options to use to well implement change. The several steps in the change process include, finding out the details of change, that is the size and characteristics, the expected outcomes of the new change, and its feasibility in terms of cost, resource, readiness and risk involved (Queensland

Anyone, especially nursing leaders, can bring about change within a healthcare system. In this week’s lesson, we discussed change theories, conflict theories, and leaders as change agents. Overall, change is based upon a variety of factors. They range from different situations to the environment. The three change theories that we discussed this week include the environmental change theory, the teleological change theory, and the life cycle change. The environmental change theory basically states that various environmental factors are the reason for change. These changes are happening for survival. Teleological change can be identified as planned change or scientific management. This type of change is purposeful and includes planning,

Change in healthcare is an inevitable certainty (Sullivan, 2013).Organizational change is mandatory to prevent stagnation. Change is often not a welcome process. In healthcare, how new policies and process are initiated and prepared for is crucial to its successful implementation. The purpose of this paper is to chronicle a proposed organizational change, using a selected theory of change.

The Experience Of Nursing Leaders And Lesson Learned Nursing leaders are essential as they are the motivators and backbones of the profession. Every nurse is trained to be a leader, although the profession is autonomous there are cases where exemplary leadership skills would be exhibited either formally as a job description or informally. Therefore, it is essential that every nurse should strive to be the best leader they can be. There are nursing leaders in virtually every sector.

Change is unavoidable in today’s society, especially in the healthcare field. In order for change to occur smoothly, we must encourage others to accept why there is a need for the change to occur. In a healthcare organization change is typically began as a response to an outside pressure. These change that need to occur are typically initiated by the directors or managers of the facility. As nurses we are all well aware that change is never easy, often we are face with the resistance of others. This is where it is essential for the leaders of the facility to be able to manage the changes that may occur a good leader must be able to utilize the management process to be an effective leader. A leader must be able to plan, Planning is the

Kurt Lewin's three-phase model of change is described as unfreeze, move or change, and refreeze. In simplified terms of most

Change can be difficult to accept in healthcare. Over the last 20 years there have been major changes in the industry; for example, electronic medical records and bar code medication administration. Sone staff may be resistance to change and may make the decision to not participate in the tasks that are change. There are ways to lessen that resistance. For example, ensuring that there is clear communication with all parties involved. When people are included in that planning from the first step they have a sense of ownership of the change (Chamberlain College of Nursing, 2015). Additionally, educating people about the what, why, and how of the change can lessen resistance. When people are fully educated and prepared for implementation they

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?

The main focus of the theory is motivation, inspiration and empowerment to create changes. It is based on the idea of empowering others to facilitate overall goal. Bennis and Nanus (1985) describe this new leader as a leader who “commits people to action, who converts leaders into leaders, and who converts leaders into agents of change” (p.3).177. According to processes to engage and motivate staff article “Transformational leadership is important for high quality care delivery, and behaviors that nurse leaders inspire, role model and reinforce are instrumental in creating work practice that deliver optimum care”.

The first lesson is that the change process goes through a series of phases that are long and considerable amount of time. The second lesson is that any mistakes that occur in any phases can have a adverse impact on the momentum of the change process (Mento, Jones & Dirndorfer, 2002).

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