How Would You Use Kotter'S See-Feel-Change Approach To Communicate The Need And Urgency Of The Needed Change?

The utilization of sitters on the intensive care unit (ICU) is expensive and inconvenient for the entire staff. When a patient requires additional supervision, a nurse aid is delegated to sit with the patient for the duration of the shift. The delegation of a sitter is typically to prevent the patient from falling or inflicting self-harm such as pulling out tubes and lines or suicide (Burtson & Vento, 2015). Sitters are used to closely observe patients and intervene before the patient inflicts self-harm (Burtson & Vento, 2015). This causes an instant understaffing issue for the nurse aids and an increase in workload for the rest of the staff. In addition to the unequal distribution of the work load, there is also an added cost of using extra

The aims of the change in view of the organizational mission and strategic goals and objectives include maintaining an organization that is patient-oriented, resources conscious, and that is hearing and caring with a focus on continuous improvement. The change management initiative is such that will only serve to further support these ideals. In alignment with the organizational mission the change management initiative will continue to provide quality hospital care to patients that is delivered by a team of competent professional staff through use of advanced facilities and technologies with the assistance of Electronic Health Record technology The change management initiative is such that will educate and train health professionals who provide care for patients and their families and the community and who are focused on professional and team development. The change management initiative is such that will support the establishment of partnerships with like-minded community organizations in achieving

Positive or negative, change can be challenging to manage because employees need to be on board and be obliged to make necessary changes as well as adjust his or her work habits. When implementing change, a manager may run into numerous obstacles from resistance from the staff to morale issues. This is primarily caused by a lack of understanding by the employees and a fear of how the change will affect him or her directly. Implementing change within an organization can be extremely difficult without a manager who understands d his or her role and responsibilities. This could be the deciding factor of whether or not the

Change is inevitable especially in the healthcare field however it is human nature to resist change. This makes the job of a manager difficult. However once he knows what is expected of him he can create a plan to effectively and smoothly implement change and handle resistance. Through creating a plan that follows four simple steps he will find this process can be pleasurable for both management and employees.

Considering the years of research and multiple peer-reviewed publications by the author, a reader can definitely accept the conclusions and techniques provided. An excellent framework for change management is provided and is a great place to start considering the challenge and obscurity of the subject. The methodologies for implementation are presented clearly. In addition, there are proven examples on successful implementation presented, albeit anecdotally, and backed by solid research. Indeed, Dr. Kotter’s research sets the foundation for further research on the

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

Several change initiatives consists of a series of phases. These processes require a considerable amount of time. Developing a vision is a very important stage for successful change. In order for workers to be willing to make a change, the vision must be clear. In describing the vision, one must illustrate the future outcome the organization is working toward as well as potential sacrifices that must be made and reiterate the positives of the outcome. Kotter describes six characteristics of an effective vision; an effective vision should be; “imaginable: conveys a picture of what the future will look like, desirable: Appeals to the long-term interests of employees, customers, stockholders, and others who have a stake in the enterprise , feasible: comprises realistic, attainable goals, focused: Is clear enough to provide guidance in decision making, flexible: Is general enough to allow individual initiative and alternative responses in light of changing conditions, and communicable: Is easy to communicate; can be successfully explained within five minutes

After critically analyzing the evidence, the nurse develops a plan to apply in the practice setting with the use of a change management model. It is important for the nurse to follow the steps in implementing change that includes: identifying the change, know the particulars of the change and what change approaches he/she is going to apply. Once it is confirmed that the present evidence supports a practice change, the nurse develops to test the change first. As implementation of EBP is considered as a quality initiative, it does not require Institutional Review Board approval if patients are involved. At first, the plan will be reviewed and approved by the Quality Care Committee as part of the initial planning process. A change management toolkit can be used to successfully plan a change in the organization. The stages of change will include identifying the size and characteristics of the change, the current state and the future outcomes of the change, feasibility of the change, estimate the cost of change,

Effective communication with healthcare remains integral in the success of providing care, being receptive to care needs of the ever changing population and remaining relevant with fluid standards. Conversely, Lewin’s Change Theory understands the valued in shared vision by placing emphasis on the role of Change Agent within the three step paradigm. Also important to note Lewin’s paradigm provides opportunity to evaluate and re-evaluate should variance (interference of internal and external factors)within change occur, gather all available information in effort problem solving and most importantly developing a structural plan detailing innovation and outcome which is favorable to obtaining compliance from investors (Marquis and Huston 2008).

This model is an important roadmap for organizational leaders to utilize when implementing any type of lasting and successful change. The steps seem intuitive, but it is surprising how often they are neglected or not addressed, “this process is always easier when people know what they are getting into, feel supported, and are prepared for what lies ahead, both good and bad … this is the role of change management” (Mc Carthy and Eastman, 2010, p. 2). There are three phases in Kotter’s Change Management Model that involve different actions that must be accomplished within the

Kotter’s work discusses the process of change in three parts. In the first section, Kotter addresses eight common mistakes found among organizational transformation and how they contribute to failure. He also takes the time to touch on what drives an organization towards change, challenges that organizations face, and introduces the reader to his eight step leadership strategy for successful transformation in times of change.

(2015). Using kotter's eight stage process to manage an organisational change program: Presentation and practice. Systemic Practice and Action Research, 28(1), 51-66. doi:http://dx.doi.org.lopes.idm.oclc.org/10.1007/s11213-014-9317-0

Mr. Moore reads and disseminate scholarly articles related to improvement of patient care to validate a change in current practice. The process of change involves creating the perception that a change is needed, then moving toward the new desired level of behavior and, finally, solidifying the new behavior as the norm. Lewin’s three-step model of change unfreezing, changing, and refreezing seems appropriate for changing the current status quo. As stated in the literature the concept of team building is the core strategy in establishing meaningful and lasting change. Teamwork requires an explicit decision by the team members to co-operate in meeting the shared objective of improving the quality of

Using Kotter’s eight step approach, the first step being a sense of urgency. As stated in the textbook, “Kotter (2008) argued that a significant change

Employee productivity and delivery of care is dependent on communication of change. The overwhelming influx of employees or members often delays the communication to employees causing frustration and turmoil. This is evidenced by the second weakness of large population of turnover of employees.