SCD Compliance

Jick, T., & Peiperl, M. (2008). Managing Change: Cases and Concepts (3rd ed.). New York: McGraw-Hill Higher Education ;.

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

Perioperative pressure area care is an essential part of the health care team’s perioperative management of the surgical patient. Advancements in clinical assessment, surgical positioning equiptment and standards of practice are essential in providing the highest level of patient centred care throughout the patient’s perioperative experience. Understanding and critically evaluating the advancements in current literature and clinical practice provide the perioperative nurse with the knowledge and skills required to provide holistic patient centred care for the surgical patient. This essay looks to explore and evaluate perioperative pressure area management, planning, assessment and prevention by surveying the available current literature and standards of practice.

Unfortunately, “VTE comprised of DVT and/or PE represent a serious public health challenge, affecting up to 600,000 Americans annually. The consequences can be deadly; VTE has been identified as the most common cause of preventable mortality in hospitalized patients, accounting for up to 10% of hospital deaths” (Shermock et al., 2013, p. 1) It is imperative that all patients admitted to the ICU should be assessed for VTE. The assessment should be done frequently. It is important to assess both subjective and objective data. Past medical history is very important. It is essential to find out if the patient has any predisposition to a VTE including any trauma to veins, any varicosities, obesity, COPD, HF. Certain medications can also put a patient at risk for VTE such as oral contraceptives, hormone therapy, tamoxifen, or raloxifene. Also, any recent surgeries such as orthopedic, gynecologic, gastric, or urologic and past surgeries involving veins or a central venous catheter can put a patient at risk. Objective data includes fear, anxiety, and pain. Monitor vital signs frequently. Check the integumentary system for symmetry; taut, shiny, warm skin, erythematous, tender to palpation. Not every patient

Patient 2: The patient would receive anticoagulant medication and wear SCDs to prevent DVT, monitor oxygen levels and intervene when it is below the patient’s normal level, and keep the patient from exerting herself during activities, such as getting up to walk around.

Turing and repositioning will avoid pressure from being exerted on one spot for too long (Miles, Nowicki, and Fulbrook, 2013). The nurse will also implement safety measures to prevent falling such as keeping the bed in the lowest position and hourly rounding (Crawford and Harris, 2016). The last priority nursing intervention for this patient is to get a set of vital signs before and after physical activity and prevent orthostatic hypotension. The patient can prevent orthostatic hypotension by adequate fluid intake, slow position changes and dangling the feet off the side of the bed before standing up (L. Schimke, J. Schimke,

In case #3, the population of interest was represented in Dr. Fink et al research study. They required IV catheters for prolonged use related to hematology-oncology setting. Therefore, the inclusion criteria were met for the problem. The investigation compared dry heat versus moist heat when successfully inserting an IV catheter. Although, this study was conducted at one facility on a particular population; it’s both clinically and statistically significant. The finding was that dry heat required less nursing time, the absolute benefit increase (ABI) was 2.7 times on the first attempt, the participants had less discomfort and the nurses used fewer IV supplies. Therefore, dry heat is more cost effective, too. In Harlow et al research study, the sample selection for this randomized blind study was not representative of the population interest in case study #2 because they study osteoarthritis (OA) in both hips and knees and the case study was only hips. Also, the inclusion criteria did not match because Harlow’s study used three variables types (bracelets with strong, weak and no magnetic force). Our case study did not specify the magnetic strength. The study

It was noted that communication efforts must be verbal and active (Kotter, 1995). Kotter eight step change model has many drawbacks and benefits. The advantages are that it is the step by step, which is easy to follow model. Another is that it does not focus on the change itself, but rather the acceptance and the preparation of this change, which makes it an easy transition. In Kotter’s and Lewin’s models, both consider the difficulties that organizations encounter when trying to move people from their comfort zone for the change to happen. In both of the models they use a different set of calculations to know whether there is any need to change to take place in the

Change is inevitable in healthcare. The purpose of this paper was to discuss and guide the facilitators of change through the process of implementing a future care delivery model. Leadership qualifications and roles were described in an effort to assist the leader in identifying and rectifying complications that can impede progress. Potential conflicts among the enablers of change were discussed as well as tools necessary to minimize these barriers. The Twelve Bed Hospital Model was reviewed in detail and recommendations for transitioning into this model were suggested. Transformation Leadership theory was utilized to build successful change leaders and followers and a democratic approach encouraged strong bonds between the nursing

This book presents an array of practical procedures which can assist the prudent practitioner in preparing for change and how to handle all of the up’s and downs which accompany change. The two strengths in this book revolves around asking the right diagnostic questions which pave the way for change and the many characteristic of leaders who lead.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.

You may have to wear compression stockings. These stockings help prevent blood clots and reduce swelling in your legs.

Compression stockings are specially designed to apply pressure to your legs to improve your circulation. They work by encouraging the blood to flow upwards towards your heart by being tighter at the ankle and progressively looser towards the

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.