Stakeholders, Interest, Power, And Influence

The roles of the leadership in the clinics are essential to the success or unsuccessful implementation of change. The attitude of the leadership carries weight on how well the rest of the staff receives the change. Leaders on the clinic level have to accept changes whether good or bad and expect staff to challenge them. Leaders have to be strong and accept the change themselves and to support upper management. There are problems dealing with changes when issues arise between created civilian and military personnel. These issues are not easily dealt with and when changes are ensuing within a facility this causes undue stress within the organization. This is one reason that leadership needs to bring forth and implement changes within an organization as all one team because staff is well suited at picking up any rift

This would include physicians, nurses, directors, and any other support staff. Getting the input of coworkers can help find if the mission, vision, and values of the facility are correctly understood and to evaluate how they are received by the organizations staff. After completing this task, seeking input from those outsides of the facility should be received. This could contain input from the community, patients, family of those patients, or other facilities within the surrounding areas. After collecting the information from both, internal and external sources, the outcomes need to be evaluated to find mutual themes and then compare them to the existing values that the practice holds presently. Next, removing obsolete information and reports that presently do not line up with the organization will then permit the usage of the Teals process of refreshing the way the practice can keep up with current medicine. Customers and coworkers need to be able to see how every value is signified and how each value will line up with the practices mission and vision statement. The organization needs to continue to communicate the values constantly because it will allow the staff to have a better and more concise understanding of what they stand

Shared governance empowers nurses by recognizing that nurses, as front line staff, are in a position to have a unique understanding of the complexities of daily patient care. Utilization of unit-based councils made up of staff nurses to solve problems and evaluate procedures ensures that evidence-based best practices are implemented (Fray, 2011). Shared decision making in nursing units increases the use of best practices through process development, sharing of successes across multi-unit areas and in the development of new nurse leaders. Unit-based councils are often chaired by younger nursing staff and nursing leaders act more as facilitators allowing these young new nurses to be

“ The ADKAR model of change includes Awareness of the need for change, the Desire to support the change campaign, Knowledge of how to make this successful, the Ability to implement new strategies, Reinforcement of change implementation, and periodic re-evaluation (Hait,2006). These four elements promote evidenced- based practice change and the commitment from nurses to participate in professional activities.”(Robert & Pape, 2011, p. 43) A APRN’s we will have to be agents of change to provide the best care for our patients. When we identify a issue or concern we must have the ability to address it

Four weeks into the observation period, the following has been determined: there are no training protocols for employees, unused job descriptions, an outdated procedure manual, little staff oversight, no formal collection of demographics and statistical patient data, no formal operating/marketing budget, no centralized tracking of monies coming and going, no client follow up, no client engagement, and no staff reviews. While this consulting project will take almost 2 years to complete and will be the focus project of my degree program, the purpose of this assignment at Alverno College, I will focus on the task assessment, addressing: job descriptions, oversight, training, and reviews. Due to the nature of the above tasks and the amount of time for development and testing of implemented tasks, some of the information presented will be theoretical and purely conjecture, at this

This plan will take 10 weeks to accomplish. Week 1, flyers will be made and distributed, so that all staff is aware of the changes being implemented and can plan to make this change. It will also give staff an opportunity to voice any concerns related to the changes and fill out the initial survey which is in Appendix B. This week will also be used to gather any resource materials needed to help with implementation of skills. Week 2 will be used for coordinating instruction and teaching with unit managers. Weeks 3 & 4 will be used to review the process of shift change report and how communication occurs between nurses, from nurse to patient and from nurse to physician. Staff interdisciplinary interactions will also be reviewed to find weaknesses in communication and teamwork. Week 5 will be used to review incident reports, to determine the gaps and what the staff needs to know to make incident reporting more effective and efficient. Week 6 will be used to arrange teaching times. This week will also be used to find teaching facilitators to teach the rest of the

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.

From this point through implementation, the staff and providers will receive the needed education. Patients will also be educated on the new resources available. All information will be added to the website by the clinic manager. Post implementation staff compliance would be monitored by randomly asking patients if they received the new information. Staff education will be offered for those who are not compliant. Patients will be followed monthly to ensure we are meeting their needs since implementing the new

I agree with you the nurse that is seeking to implement a change must be able to reach across to all stakeholders. These stakeholders come from different walks of life and the challenge here will be knowing their educational background in order to deliver a message that is not intricate to grasp. You have to also remember that people remember only 10 percent what they read, but they remember 40 percent what they hear and see. Thank you for you thoughts.

The third person that is a stakeholder in the current process is the admitting doctor. Their role may change a little based on what is found by the two nurses during bedside report. Based on the two nurses’ assessment, they may call the admitting doctor and recommend a higher level of care. If this were to happen the admitting doctor would have to make a decision as to accept the recommendation or continue to keep the patient on the inpatient medical floor. If a change is warranted, new orders would have to be written and transfer would happen. The fourth stakeholder in the current process is the case management team, they would continue to look over the chart and determine if the patient meets inpatient criteria or if they only meet observation criteria. They can also determine that the patient meets no admission criteria and should go home, with outside resources if needed.  The fifth stakeholder is the primary nurse that was caring for the patient in the ED. This nurse would have a role change in that they would no longer call report to the accepting nurse, they would simply call up to the floor to advise the accepting nurse that the patient was on the way up. Then the primary nurse would transport to the floor. The handoff report would take place at the bedside instead of on the phone. The sixth stakeholder is the patient care techs that had the task of transporting the patient to the

Preparing our nurses to assist in changing our healthcare system is a crucial step to provide more efficient, affordable and accessible care to all patients. Nursing is one of the fastest growing careers in the healthcare field, by utilizing the opportunities to improve education, undertaking leadership positions, and providing patient centered healthcare the undertaking of changing the healthcare system will be a positive change. Redefining the role and responsibilities of the nurse towards primary patient care in this remodeling process is crucial in implementing an effective and efficient health care system.

Change can be challenging and studies have shown that most nurses practice the way they were taught, not by what has been proven to work (White & Spruce, 2015). Strategies for implementing practice changes that involve careful planning and the utilization of employees who can motivate participation, be champions for change, and influence others are important (Huber, 2014). Job descriptions, mission statement, and vision should all be incorporated with evidence-based practice and it is useful to have discussions with staff during any meetings. Using a variety of interactive strategies to encourage the acceptance of change and having leaders that are positive examples, who advocate for the use of evidence-based practice, provide resources and processes, and who are accountable for their actions is essential. Health care culture is affected by current issues and trends such as the expectation of patient-centered care with improved quality and safety, reimbursement changes, introduction of electronic medical records, and the increased need for

I am going to evaluate the influence that stakeholders exert on Tesco. I will be evaluating the following stakeholders: customers, employees, shareholders, suppliers, the government and owners.

The patient care administrator (PCA), the senior triage Registered nurse, senior Patient Care Secretary (PCS) supervisors under the PCA are all part of the change initiative. Supervisor makes frequent rounds to ensure lunch and break times are strictly followed .They also talk to employees during their rounds to address concerns that the employees might have and are readily available if an employee needs her. A pre-shift meeting is held before each shift prior to attending the calls and to go over do’s and don’ts of the job. PCA’s assist the supervisors and are also available for any additional help. Monthly meetings led by PCAs address progress and each month and employee is recognized and awarded ‘employee of the month’.

To produce a set of recommendations in a written document about how McDonalds PLC, can reduce its carbon footprint through the management of key stakeholder relationships.