NUR 514 Week 3 Discussion Organizational Leadership and Informatics

NUR 514 Week 3 Discussion Organizational Leadership and Informatics

NUR 514 Week 3 Discussion Organizational Leadership and Informatics

DQ1 How have you seen or experienced organizational change within an organization? Did it go well or not? Was there any correlation in how the organizations used stakeholders or change models?

Upon review of table 5-1 (DeNisco, 2021) which enumerated and described the 8 steps of the change process of the 8-step model combining the traditional change theories, I think the implementation phase and the evaluation phase is where it’s more difficult to manage. I have seen proposed changes in our organization fail at this phase because, in the implementation phase, there were not enough resources to sustain the plan or in the evaluation phase, there was either not enough feedback or there was a lack of follow-through with the process. The most recent one is the implementation of a new patient and staff scheduling application. When it was first implemented, there was not enough training provided in the field. Although there were user guides available, there was not enough hands-on training for the staff that works directly with the patients. The staff did not understand the metrics that were being measured. They just know that we need to start using this application and it was mandatory. Another issue was the resources. This project was introduced when there was a huge issue with staffing, therefore the scheduling assistant won’t work with the short staffing situation. The tool itself can be very useful in planning an efficient workflow if all of these barriers were addressed before implementation. The feedback from the field was then taken into consideration later and some modifications were made. The scheduling application was reintroduced with more labor management information which proved to be useful, especially when considering the staffing hours required for patient care. It has since been used and the staff are now more familiar with the metrics that are measured in terms of labor management. The numbers and statistics became our guide in both patient and staff experience. It still has some hiccups and is still constantly being developed based on the need but has become a norm in all our clinics.

NUR 514 Week 3 Discussion Organizational Leadership and Informatics Reference:

DeNisco, S. (Ed). (2021). Advanced practice nursing: Essential knowledge for the profession (4th Ed.). Jones and Bartlett Learning

REPLY

DQ2 You have been selected to serve on a community outreach committee within your state’s nursing organization. The committee includes registered nurses of different specialties. At your first meeting, it becomes evident that not everyone is in agreement with a recent position statement about the role of spiritual care, with some members arguing they will no longer support the committee if the position statement is not revised or reversed. As a nurse leader, how could you draw from change theory to address these concerns and encourage collaboration on the committee?

Click here to ORDER an A++ paper from our Verified MASTERS and DOCTORATE WRITERS: NUR 514 Week 3 Discussion Organizational Leadership and Informatics

Change is inevitable in healthcare. Change readiness and implementation are crucial for sustainable progress. Lewin’s change model is a change model that can be utilized in a dynamic health environment. Udod and Wagner (2018) posit that the model is made up of three steps: unfreezing, moving, and refreezing. The unfreezing phase is where an organization figures out that change is important. The moving phase involves the change initiation process. The unfreezing phase comprises the establishment of a new status quo.

All change initiatives, no matter how big or small, unfold in three major stages: pre-change, change, and post-change. Based on Lewin’s change model, change is managed by including all critical stakeholders. It is based on the idea that if one can identify and determine the potency of forces, it is possible to know the forces that need to be diminished or strengthened to bring about change. Staff from different shifts must be part of the gap identification that prompts change. According to Barrow et al. (2021), a force field analysis is initiated. A force field analysis comprises a review of change facilitators and barriers at work in the department. Change leaders are then selected to plan and initiate change processes.

​Stakeholders play a critical role during organizational change. Change leaders, for instance, work to reduce change barriers through open communication and education while also aiming to strengthen change facilitators through staff recognition and various incentives. Ongoing leader engagement throughout change execution will increase the chances of success (Barrow et al., 2021). On the other hand, healthcare professionals implement the changes by adopting the proposed ideas for change and bettering healthcare outcomes. In most cases, they may require additional on-the-spot training to overcome knowledge deficits as the change process continues. Finally, leaders must continue to monitor progress toward goals using information like patient satisfaction, employee morale, staff satisfaction, and adverse events.

NUR 514 Week 3 Discussion Organizational Leadership and Informatics References

Barrow, J. M., Annamaraju, P., & Toney-Butler, T. J. (2021). Change Management. In StatPearls [Internet]. StatPearlsPublishing.

Udod, S., & Wagner, J. (2018). Common change theories and application to different nursing situations. Leadership and influencing change in nursing.

Organizational change is the movement of an organization from one state of affairs to another. A change in the environment often requires change within the organization operating within that environment. Change in almost any aspect of a company’s operation can be met with resistance, and different cultures can have different reactions to both the change and the means to promote the change. To better facilitate necessary changes, several steps can be taken that have been proved to lower the anxiety of employees and ease the transformation process. Often, the simple act of including employees in the change process can drastically reduce opposition to new methods. In some organizations, this level of inclusion is not possible, and instead organizations can recruit a small number of opinion leaders to promote the benefits of coming changes.

Organizational change can take many forms. It may involve a change in a company’s structure, strategy, policies, procedures, technology, or culture. The change may be planned years in advance or may be forced on an organization because of a shift in the environment. Organizational change can be radical and swiftly alter the way an organization operates, or it may be incremental and slow. In any case, regardless of the type, change involves letting go of the old ways in which work is done and adjusting to new ways. Therefore, fundamentally, it is a process that involves effective people management.

Managers carrying out any of the P-O-L-C functions often find themselves faced with the need to manage organizational change effectively. Oftentimes, the planning process reveals the need for a new or improved strategy, which is then reflected in changes to tactical and operational plans. Creating a new organizational design (the organizing function) or altering the existing design entails changes that may affect from a single employee up to the entire organization, depending on the scope of the changes. Effective decision making, a Leadership task, takes into account the change-management implications of decisions, planning for the need to manage the implementation of decisions. Finally, any updates to controlling systems and processes will potentially involve changes to employees’ assigned tasks and performance assessments, which will require astute change management skills to implement. In short, change management is an important leadership skill that spans the entire range of P-O-L-C functions.