Using Roger 's Model For Preventing The Transmission Of Harmful Bacteria

According to Porter-O’Grady, 2016 et al p 324, our healthcare systems today are at the center of what is considered major change. Much of the change today is directly related to the foundational principles, concepts and associated with complexity in systems and relationships, and an understanding by nurse leader and follower; of what it takes to make meaningful change. Nurse Leaders, registered nurses, advance practice nurses, and other followers, at every level of our organizations must be increasingly aware of meaningful and sustainable changes that improves our healthcare systems (Porter-O’Grady, 2016 et al p 324).

The facility my change project has potential impact upon is a teaching hospital which is known for promoting, supporting, and encouraging clinical research and implementing latest evidence-based practice. Erlanger serves as the region's only academic teaching hospital and strives to employ healthcare professionals who are knowledgeable in the latest skill, technique, and evidence based practice (EBP) (Erlanger Health System, 2017). This serves as both a strength and opportunity for the facility. A major strength for the hospital is the support that is has for research and implementation of all change processes. In 2013 the Institute for Clinical Research (EICR), was developed to solidify unity of two objectives, providing patients’ access

Change is a hard concept for most, but change in the hospital setting can be beneficial for both staff and patients. According to Mclean (2011), “Every change begins with an ending” (p.79). How people respond to change can make the process easy or hard depending on how the change is presented.

Because the literature supports improved patient safety and outcomes and improved nurse satisfaction from having adequate nurse staffing and improved patient-to-nurse

Measures used to evaluate the outcome of the evidence-based practice (EBP) change will be reviewing quarterly dashboard data. To ensure inter-rater reliability, the infection control nurse, and only the infection control nurse, will monitor ongoing efforts of data collection of CAUTI, and be an integral part of the feedback loop responsible of giving on-sight feedback to clinicians and team members. Also, the infection control nurse along with other team members will revisit the literature to see if any new knowledge focused triggers will be considered. The quarterly dashboard will inform of outcome indicators which may, or may not, affect the process indicators. Process and outcome indicators will be used for improvement purposes within the unit. The quarterly dashboard report also allows questions to be asked by team members and stakeholders, which stimulates more discussion and advanced thought toward quality improvement of the EBP change. The dashboard will assist in

The entire health industry is highly commercial and the face of the industry has changed and so has the requirements. Value creation today is mostly done by pharmacy benefit managers, doctors, nurses and the Physician Assistant--PA. These and health maintenance organizations are the new healthcare players. They are in need of modern tools to improve the medical cost management skills, and creating a competitive organizational culture. (Lopez, 7) The evidence-based practice which evolved in early 1990s was related to create organizational development including finding evidence for a specific clinical condition which later spread to become evidence-based practice as a part of management approach to service improvement. (Dunning, Delivering Better Health Care: What can go wrong when you are implementing evidence-based practice? Some lessons from the development process)

In the healthcare field, there are forces that drive practice and develop change within an organization. There are both internal and external forces in which not one organization is immune to (Kotter, 1996). By establishing a vision of the company, a sense of purpose and direction is created, working towards change within the forces (Huyer, 2014). When people participate in a vision, they work towards a common goal and identify what needs to be changed in order to reach that vision. In this paper, a presentation of Banner Health will be discussed, along with its mission and stakeholders, driving forces, viability, as well as an analysis of forces, a response to change, a vision for change, and an evaluation of change.

An article entitled, Leading Innovation in a Risk-Averse Healthcare Environment, by Michael O’Brien describes how decisions in healthcare innovation are being decided by hospital CFOs because budget plays such a large role in the ability to make health care advancements. Innovation is present on all levels, practitioners are creating new innovative medications and techniques that can boost research funding, CFOs are looking at innovative ways to restructure budgets to meet the rising cost demands and nurses and/or therapists are looking for innovative therapy applications to improve patient outcome and support successful healing once discharged from the hospital. Disruptive innovation is constantly present in medicine since this science is only a practice and is constantly evolving in the presence of new research. As a healthcare leader I encourage my peers to constantly be trying to find innovations in their practice. When a practice becomes stagnant there is limited chance for growth and an individual's motivation can be stunted. “Innovation requires that organizations let go of old work and take on new” (O’Brien, p.113)

We promoted health system changes in three practices this quarter utilizing the Rapid Improvement Activity (RIA). We contacted multiple clinics and facilities who have already implemented health system change and delivered resources and updated them on new information. We meet with a dental clinic to advise them on the RIA process and including it in their practice. Due to staff turnover at one of the practices, we trained a new office champion.

Transformation of healthcare is happening now. Higher expectations, reduce cost, improve quality will drive the future of healthcare. Broken systems will need to be fixed. Consumers want a benchmark in which to measure care. According to the Institute of Medicine (IOM) research finds lack of teamwork and communication the leading cause of adverse outcomes. Many healthcare organizations seek an infrastructure in which a culture of excellence, innovation, and high quality professionals can help patients and families navigate through a complex constellation of healthcare. Nurses are the major workforces in a healthcare organization; they drive patient care and the bottom line. The American Nurse Credentialing Center (ANCC) the world largest nursing organization created the Magnet Recognition program, a credentialing process for which an environment of excellence is recognized. The ANCC Recognition focuses on three goals; a quality setting that supports professional practice, identifying excellence in delivery of care to patients/families, and disseminating “best practices”. The Magnet Recognition places emphasis on leadership, personal growth, transformation innovations, outcomes, structure of the organization. Magnet provides a framework for nurses to collaborate with all disciplines through shared governance and have autonomy over their practice. In the American Association Respiratory Care paper ‘Transitioning the Respiratory Therapy Workforce for 2015 and Beyond” Barnes and

Preparedness is crucial when presenting change to a large group of professionals. In this case, the Vice President of Operations was responsible for presenting new quality indicators for surgical infection prevention. Knowing that the physicians grudgingly accepted previous CMS indicators, as Vice President of Operations, I would meet with the surgical section chair prior to the meeting and discuss the new expectations and possibilities for how to incorporate best practice into current operations and ways in which to gain support. Having the section chair’s support will allow for valuable, thoughtful feedback. In addition, the chair can help brainstorm obstacles and necessary data for support of the new concept. At the meeting with all

changes that have taken place in the company. Devising a strategy within health care can be local

In the article entitled “Lewin’s Theory of Planned Change as a Strategic Resource”, the author, Shirey (2013) stated that Lewin’s approach to change involves looking at the forces that are needed to diminished or strengthened in order to bring about change within an organization. Burnes and Cooke (2012) added to Shirey’s point by noting that it is important to understand the psychological forces influencing peoples’ behavior at a given point in time before change can be made. Both authors main point of agreement is that there are a number of forces that drive, restrain or balance peoples’ behavior. These authors stated that organizational change is necessary to meet consumer needs. Also, as technology changes, such as the change from the paper medical record to the EMR, health care organizations have to adopt these changes to improve patient safety. In addition, change provides a learning opportunity for employees and allows

Organizational change occurs when a company makes a transition from its current state to some desired future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to minimize employee resistance and cost to the organization while simultaneously maximizing the effectiveness of the change effort. This paper will present a case study of Minnesota Biolabs, a company that supplied rabbits to the producers of injectable devices and their move from injectable rabbits to Sepsis Detection Test (SDT). Instead of conducting tests in live rabbits, SDT used blood extracted from horseshoe crabs for the tests. After extraction, the crabs were returned to the ocean where they

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