Nursing And Organizational Change Fatigue

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Nursing and organizational change fatigue: beyond resistance Change fatigue is an organizational term defined as poor emotional responses to attempted change (McMillan & Perron, 2013). Change leaders will fail to follow through, there may be a lack of data transparency, staff are impatient with efforts, resources are quickly diverted to other initiatives, and value is increasingly questioned (Reineck, 2007). It can result from rapid continuous and relentless organizational or individual changes that are implemented in daily work practices (Buchanan et al., 2005). Nurses, as frontline staff closest to patients, are the healthcare group most often subjected to initiatives regarding patient care improvement. 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 RN (McMillan & Perron, 2013). Thus, nursing is in the most danger of developing change fatigue. As RN’s are typically the largest part of any healthcare organizational labor force, institutions need to leverage nursing’s power to avoid change fatigue and enjoy positive initiative outcomes (Iacono & Altman, 2015). Limitations of Human Nature Research has long proven demonstrated the human brains’ limitations in recall. As one attempts to remember more than six to seven tasks, there are diminishing returns in efficiency. In addition, persistent exposure to stressful stimuli (as is very common in
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