Implementing Change With an Interprofessional Approach Presentation NUR 514

Implementing Change With an Interprofessional Approach Presentation NURS 514 Assignment

Change is an important aspect for health organizations. Health organizations embrace change as a way of ensuring that they respond to the actual and potential needs in their environment. Change also ensures that the organization adopts interventions that will ensure sustainability and success in its markets. Organizations that embrace change on a regular basis are adaptive in nature. The organizations have mechanisms that ensure that they respond positively to both the anticipated and unforeseen events. Employees in organizations that are receptive of change are innovative in nature. They understand the need for the adoption of new practices that promote quality and efficiency in the provision of healthcare services. Therefore, the continuous adoption of change is critical, as it develops culture of excellence in health organizations.

The change that was being implemented in our organization is the implementation of barcode medication administration technology. The barcode medication administration technology is used in the medication administration to minimize errors. Nurses are required to counter-check the prescribed medications for the patients prior to administering them. The nurses achieve it by using the technology to confirm the patient’s identity, medical diagnosis, any significant histories, and prescribed medications. The technology also assists the nurses in determining the dose, route of administration, strengths and time prior to medication administration. The aim of the adoption of the technology was to prevent medication administration errors in practice.

The need for the adoption of the barcode technology for medication administration was attributed to a number of reasons. Firstly, the rate of medication administration errors in the hospital was rising significantly. An assessment of health organizations that had the lowest rates of medication administration errors showed them to use health technologies in addressing the issue. As a result, the use of barcode medication administration technology was considered for use in the institution. The other reason for the implementation of the barcode medication administration technology was to promote quality and safety in healthcare. The use of the technology was anticipated to minimize the risk of errors in the administration of medications. The minimization of errors was therefore considered a predictor of quality and safety of care in the institution. The technology was also adopted with the aim of enhancing efficiency in the institution. The technology was anticipated to ease the burden of medication administration and minimize wastages in the institution. Through it, the cost of care was anticipated to reduce significantly.

The internal inter-professional stakeholders that should have been involved in the implementation of the above change in the organization were varied. One of them should have been the nurses. Nurses were the primary implementers of the change. As a result, they should have been involved in all the processes of implementing the change for its success. Nurses should have been trained in the whole process of implementing the project. The successful use of the technology depends on the active collaboration between the physicians, nurses and pharmacists. There was therefore the need to incorporate the pharmacists and physicians into the implementation of the change. The pharmacists and physicians should have been trained on the use of the technology to strengthen safety and quality in the provision of care. The other stakeholder is quality assurance personnel. The quality assurance personnel would have been tasked with the role of determining the safety, credibility, efficiency, and need for the barcode medication administration technology. The IT technicians should have been involved in ensuring that they provide the technical support and maintenance of the system.

The successful implementation of the project requires the involvement of a number of external stakeholders. The first one is trainers of trainees. External trainers of trainers should have been involved in ensuring that the internal stakeholders have the required knowledge and skills for implementing the change. The trainers of trainees should have ensured that the users of the technology have the needed competencies for the successful implementation of change. The second external stakeholder is experts from institutions that have demonstrated excellent results following the use of the technology. The experts would have provided critical insights into the requirements of successful use of the technology in practice. The last external stakeholder is representatives from the company selling the technology. The representatives would have provided the technical support in the use of the barcode medication administration in the institution.

The theory of innovation diffusion by Rogers asserts that change occurs in steps. The steps include knowledge, persuasion, decision, implementation and confirmation. The steps occur in a sequential manner. In this case, the successful implementation of change is only achieved once the requirements of a previous step have been met. For example, the implementation of change depends on the knowledge about change and persuasion level of the adopters. The incorporation of change into the organizational culture also depends on whether its use has been confirmed by the adopters or not. The use of theory of innovation by Rogers points towards the need for the adoption of interventions that develop the stakeholders and address the identified and potential issues that might affect the change. As noted initially, the theory can be used for evaluation purposes. The implementation of change can be evaluated at each step of the model to determine whether the adopters are ready for the change or not.

Initiating change will occur in a number of steps. The first step will be needs assessment. Needs assessment will be performed in the organization to determine why the organization requires change. Needs assessment will provide information on the areas that will benefit significantly from the implementation of change. The assessment will also inform the understanding of the needs of the critical stakeholders that must be involved in the change. The second step is communicating change. The change should be communicated to the adopters for them to make informed decision on the use of the change. Communicating change will also create awareness among them on the critical determinants for the change in the institution. The third step will be training the adopters. Training will be needed to ensure that the adopters of the change have the required knowledge and skills for the change. Training will promote the successful implementation of the change since the risk of resistance to change from the stakeholders will be minimized. The change should then be implemented following training. The implementation should aim at determining whether the goals of the project are being achieved or not in the organization.

The inter-professional teams will embrace a number of decisions if the project is unsuccessful. The first decision will be the re-assessment of change. The stakeholders will examine the factors that might have contributed to the failure of the change. The re-assessment will provide information that will be used to improve the strategies that were used in the process. The information from re-assessment will also be used to introduce new processes that will strengthen the need and effectiveness of the change. The inter-professional teams may also consider extending the project timelines. Extension might be required due to the revision of strategies and introduction of new processes. The team may recommend termination of the project if they find it to have negative effects on the outcomes of the organization.

Implementing Change With an Interprofessional Approach Presentation NURS 514 Assignment REFERENCES

• Senior, B., Swailes, D. S., & Carnall, C. (2020). Organizational Change, 6th Edition. Pearson Education Limited.
• Singh, R., & Ramdeo, S. (2020). Leading Organizational Development and Change: Principles and Contextual Perspectives. Springer Nature.
• Sveningsson, S., & Sörgärde, N. (2019). Managing Change in Organizations: How, what and Why? SAGE.
• Xie, N., Kalia, K., Strudwick, G., & Lau, F. (2019). Understanding Mental Health Nurses’ Perceptions of Barcode Medication Administration: A Qualitative Descriptive Study. Issues in Mental Health Nursing, 40(4), 326–334. https://doi.org/10.1080/01612840.2018.1528321

Implementing change requires interprofessional involvement

They help in conducting a needs assessment and planning (Finkelman, 2018)

uAt the present work station- need to reduce patient fall was the safety implementation strategy

uA team was constituted to develop the plan; change never achieve effectiveness

uPresent study focus on development of steps for successful implementation of the change

The hospitals I work for and to which I am a nurse leader intended to implement a patient safety measure to reduce falls in the in-patient units. A team was constituted including physicians, nurses and physiotherapists to formulate a plan on the improvement strategy. The selected professionals were to assess the causes of patient falls, reported cases of falls in the facility and educate other care providers on preventive measures (Finkelman, 2018). A patient care protocol was formulated with greater emphasis placed on providing ambulatory services to frail patients. While this initiative was a positive move, it failed to be implemented effectively. This was due to inadequate education on modes of implementation especially to care providers with close proximity to patients. Besides, the ambulatory service equipment were not availed in each unit as previously planned due to inadequate budgetary allocation. This alternative the implementation of change process.

Background of the situation including rationale for change

uFacility records incidences of patient falls

qMost incidences occurs at the surgical and medical wards

uFactors potential in causing patient falls-

qwalking and transfers, confusion, medication side effects and frequent toilet needs (Ganz et al., 2013)

uPatient falls attributed to negligence of care providers especially;

qnurses, physician and physiotherapists

uIncidences also attributed to organizational framework

qlacks adequate wheelchairs and ambulatory services to support movement of frail patients

uHigh rates of patient falls calls for a need to formulate safety implementation strategies.

Every year, hospitals in the United States of America record between 700,000 and 1,000,000 falls. Often the falls are related to fractures, internal bleeding and overall weakness in patients. Patient falls are reported as the most safety issue in care facilities accounting for about 32% patient safety incidences (Ganz et al., 2013).  About 30% of falls in the inpatient units leads to physical injuries while about 7% accounts for serious injuries. Patient falls leads increased hospitalization as well as elevated cost on care. Falls also affects care providers directly involved with the patient as they may experience guilt together with apprehension especially if the incidence occurred due to their negligence. Studies indicate that about one-third of falls in hospitals can be prevented.

Key interprofessional stakeholders: Internal

Interprofessional approach in care is important to address the incidences of patient falls in the care facility. The implementation of the approach requires involvement of key stakeholders who services directly influence patient outcomes. In practice, doctors, nurses and physical therapist as well as pharmacists influence the disease management in patients (Ganz et al., 2013). During the formulation of implementation strategies, their services must be incorporated in decision making. However, physicians may have a perception that their professional practice does not directly affect patient falls. However, multidisciplinary falls assessment must be implemented to guide on decision making related for successful intervention. The team also formulate practice protocols which are to be followed by other allied care providers on reduction of patient falls in the institution.

Details:

In a fast-paced and complex healthcare setting, change is constant and inevitable. Thus, the advanced practice nurse needs to lead and also conform to the constant altering environment even as they work with a multidisciplinary team or teams. Imagine that your director has assigned you to work with a certain multidisciplinary team that is helping with transition from the present paper-based system to the more modern electronic health record.

ORDER NOW FOR A CUSTOMIZED ACADEMIC PAPER Implementing Change With an Interprofessional Approach Presentation NURS 514 Assignment

Formulate a PowerPoint presentation encompassing between 10-15 slides in which you are going to examine the situation and the steps that should be employed in order to successfully execute the change. Also, ensure that your PowerPoint slides have 1—250 word speaker notes per slide in order to give them weight. Your presentation should have the following points:

• Describe the driving forces that relate to the need for implementing electronic health records.
• Identify the key interprofessional stakeholders (both internal and external) that should beinvolved in change efforts.
• Outline how you would initiate the change and be a change advocate. Utilizing change theory and innovative models of care, explain how you would provide a structure for the planned change to achieve successful implementation of the EHR.

Rationale for Change

• Promote patient safety
• Promote quality in care
• Reduce cost of care
• Promote patient satisfaction with care

The rationale for change was attributed to a number of reasons. The first one was the need for the promotion of patient safety. The reduction in the risk and rate of patient fall was anticipated to translate into the improvement in the safety of patient care. The other need for change was the promotion of quality in care. The adoption of the change aimed at ensuring that the quality of care given to geriatric patients was improved through the minimization of harm. The change also aimed at reducing the cost of care. Patient falls increase the cost of care that patients and their significant others incur in seeking additional care. It also reduces the cost of care incurred by health organizations. The provision of safe, quality and cost-efficient care was therefore anticipated to lead to an improvement in patient satisfaction with care (Tappen et al., 2017).

Goals of the Change

• Reduce the rate of patient falls from 4% to 1.8% in five months
• Reduce the cost of care for geriatric patients by at least 25% by the end of five months
• To reduce the length of hospital stay by geriatric patients by at least three bed days by the end of five months

Why it Failed

• Lack of education/training for nurses
• Lack of stakeholder involvement
• Lack of open channels of communication
• Staff shortage
• Inadequate organizational support

The above change project failed due to a number of reasons. One of them was the fact that the nurses who were involved in the implementation of the project were not trained. The lack of training implied that they did not have the necessary knowledge and skills that were needed to undertake the assignment. There was also the lack of stakeholder involvement. Nurses in the geriatric unit were not actively involved in the project initiatives. The minimal involvement implied that they did not have the knowledge and skills that were needed for the successful implementation of the project.

There was also fragmentation in the communication in the department. For example, there was not two-way communication between the nurses and their managers. As a result, the needs and views of the staff nurses were not taken into consideration in the implementation of the change. The other challenge was shortage of nurses in the department. The shortage translated into high workload that rendered the use of bedside alarms ineffective. The last factor that led to the failure of the change was the lack of adequate organizational support. The organization did not provide adequate human resource support such as hiring additional staffs to facilitate the successful implementation of the change (Claretha, 2020).

• Demonstrate how the change will affect current workflows. What revised workflow would you implement?
• Identify resources (human, time, material, etc.) required for implementation.
• Identify risks within the implementation plan. What are the impacts of the poor planning on cost, quality, and safety?
• Identify potential barriers when implementing the change and discuss how you will handle resistance.

Integrate 3-5 scholarly sources into your presentation.

Background

• Implementation of fall prevention approach
• Hourly nursing rounds and call lights were to be used
• Implementation in all inpatient units
• Did not succeed due to lack of training, involvement, and high nurse-patient ratios

The change that was introduced in our hospital was a fall prevention strategy. The strategy entailed the introduction of the use of hourly nursing rounds as well as call lights in the prevention of patient falls. The main aim of introducing hourly nursing rounds was to identify earlier patients that were at a risk of falls and averting falls. The use of call lights was also introduced. The patients who suspected to be at a risk of falls were required to notify the nurses by pressing on a button that could rely the signal to the nursing station. The intervention was to be implemented in all the inpatient settings in the hospital. Despite robustness in the interventions, the implementation process failed.

The failure was attributed to a number of factors. The first one was the high number of patient to nurse ratio. The implementation of the project came at a time when the hospital had experienced a high rate of staff turnover. The available staffs were not adequate to meet the healthcare needs of the patients. There was also lack of involvement of the nurses in the assessment and implementation of the project. They felt that the decision was forced on them. Lastly, the nurses were not provided with training on successful implementation of the project. Cumulatively, these factors contributed to the failure of the project.

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Assignment:

For the week assignment:

Develop a  powerpoint presentation of which your topic is “Implementing Change with an Interprofessional Approach”.  You presenting yourself as APRN leader within your organization, with intent to create positive change on behalf of patients, colleagues and the industry. You might think in the past where change did not go as planned in your Health Care Organization, and with assessment of the situation, you will take steps that will successfully implement a change.  Use the 5 bullet points in the directions and what is in the rubric, be sure to include slide notes (100-250 words per slide), APA format is required with 3-5 recent(within 5 years) resources.

Hi there Class! THis week we are looking at Organizational Change theories and stratgies, which you will discuss the NP role in the interprofessional health care environment and what aspects of stakeholders can affect that role. There will be change theories and collaborative models to review from the resources that will help you see how to promote successful changes, especially in terms of ethical, social, legal, economic and political implications.

Please Note: Assignment will not be submitted to the faculty member until the “Submit” button under “Final Submission” is clicked.

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Implementing Change With an Interprofessional Approach Presentation NURS 514 Assignment Rubrics

5.0 %Driving Forces of EHRS A description of the driving forces that related to need for implementing EHRs is not included. A description of the driving forces that related to need for implementing EHRs is incomplete or incorrect. A description of the driving forces that related to need for implementing EHRs is included, but lacks supporting detail. A description of the driving forces that related to need for implementing EHRs is completed and includes supporting detail. A description of the driving forces that related to need for implementing EHRs is extremely thorough and includes substantial details.

10.0 %Change Initiative and Being a Change Advocate An outline of how change would be initiated is not included. An outline of how change would be initiated is incomplete or incorrect. An outline of how change would be initiated is included, but lacks supporting detail. An outline of how change would be initiated is completed and includes supporting detail. An outline of how change would be initiated is extremely thorough and includes substantial details.

5.0 %Key Interprofessional Stakeholders Identification of the key interprofessional stakeholders is not included. Identification of the key interprofessional stakeholders is incomplete or incorrect. Identification of the key interprofessional stakeholders is included, but lacks supporting detail. Identification of the key interprofessional stakeholders is completed and includes supporting detail. Identification of the key interprofessional stakeholders is extremely thorough and includes substantial details

5.0 %Impact of the Change on Current Workflows A description of how the change will affect current workflows is not included. A description of how the change will affect current workflows is incomplete or incorrect. A description of how the change will affect current workflows is included, but lacks supporting detail. A description of how the change will affect current workflows is completed and includes supporting detail. A description of how the change will affect current workflows is extremely thorough and includes substantial details.

5.0 %Required Resources for Implementation Identification of required resources for implementation is not included Identification of required resources for implementation is incomplete or incorrect. Identification of required resources for implementation is included, but lacks supporting detail. Identification of required resources for implementation is completed and includes supporting detail. Identification of required resources for implementation is extremely thorough and includes substantial details.

5.0 %Risks Within Implementation A description of potential risks within the implementation plan is not included. A description of potential risks within the implementation plan is incomplete or incorrect. A description of potential risks within the implementation plan is included but lacks supporting detail. A description of potential risks within the implementation plan is completed and includes supporting detail. A description of potential risks within the implementation plan is extremely thorough and includes substantial details.

30.0 %Presentation of Content The content lacks a clear point of view and logical sequence of information. Includes little persuasive information. Sequencing of ideas is unclear. The content is vague in conveying a point of view and does not create a strong sense of purpose. Includes some persuasive information. The presentation slides are generally competent, but ideas may show some inconsistency in organization or in their relationships to each other. The content is written with a logical progression of ideas and supporting information exhibiting a unity, coherence, and cohesiveness. Includes persuasive information from reliable sources. The content is written clearly and concisely. Ideas universally progress and relate to each other. The project includes motivating questions and advanced organizers. The project gives the audience a clear sense of the main idea.

5.0 %Potential Barriers A description of potential barriers when implementing the change and handling resistance is not included. A description of potential barriers when implementing the change and handling resistance is incomplete or incorrect. A description of potential barriers when implementing the change and handling resistance is included, but lacks supporting detail. A description of potential barriers when implementing the change and handling resistance is completed and includes supporting detail. A description of potential barriers when implementing the change and handling resistance is extremely thorough and includes substantial details.

10.0 %Layout The layout is cluttered, confusing, and does not use spacing, headings, and subheadings to enhance the readability. The text is extremely difficult to read with long blocks of text, small point size for fonts, and inappropriate contrasting colors. Poor use of headings, subheadings, indentations, or bold formatting is evident. The layout shows some structure, but appears cluttered and busy or distracting with large gaps of white space or a distracting background. Overall readability is difficult due to lengthy paragraphs, too many different fonts, dark or busy background, overuse of bold, or lack of appropriate indentations of text. The layout uses horizontal and vertical white space appropriately. Sometimes the fonts are easy to read, but in a few places the use of fonts, italics, bold, long paragraphs, color, or busy background detracts and does not enhance readability.

The layout background and text complement each other and enable the content to be easily read. The fonts are easy to read and point size varies appropriately for headings and text. The layout is visually pleasing and contributes to the overall message with appropriate use of headings, subheadings, and white space. Text is appropriate in length for the target audience and to the point. The background and colors enhance the readability of the text.

10.0 %Language Use and Audience Awareness (includes sentence construction, word choice, etc.) Inappropriate word choice and lack of variety in language use are evident. Writer appears to be unaware of audience. Use of primer prose indicates writer either does not apply figures of speech or uses them inappropriately. Some distracting inconsistencies in language choice (register) or word choice are present. The writer exhibits some lack of control in using figures of speech appropriately. Language is appropriate to the targeted audience for the most part. The writer is clearly aware of audience, uses a variety of appropriate vocabulary for the targeted audience, and uses figures of speech to communicate clearly. The writer uses a variety of sentence constructions, figures of speech, and word choice in distinctive and creative ways that are appropriate to purpose, discipline, and scope.

5.0 %Mechanics of Writing (includes spelling, punctuation, grammar, language use) Slide errors are pervasive enough that they impede communication of meaning. Frequent and repetitive mechanical errors distract the reader. Some mechanical errors or typos are present, but they are not overly distracting to the reader. Slides are largely free of mechanical errors, although a few may be present. Writer is clearly in control of standard, written, academic English.

5.0 %Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style) Sources are not documented. Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors. Sources are documented, as appropriate to assignment and style, although some formatting errors may be present. Sources are documented, as appropriate to assignment and style, and format is mostly correct. Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error.

100 %Total Weightage

Final Submission

Re: Topic 3 DQ 1

In my facility , we have gone thru some changes in our department. Within 45 days, we have lost our manager, supervisor and our director. We were left running on auto pilot, guiding ourselves as a staff of 6 OR nurses. Shortly after we lost our director, we lost 3 more nurses, leaving only 3 OR nurses in our department. Things did not go well for a while. Within 2 weeks of these changes, we were informed we were going to be managed by the Women’s Services Director.

There was no correlation in change models. I also don’t believe it had anything to do with the stake holders. I know it was all to do with how we were being run as an organization. Nurses and scrub techs were afraid of losing their license. It became a very usafe environment to work in. Soon after we were being managed by a director of women service, I left as well. She did not know anything about our department and honestly she had no desire to learn. It was a really hard time. When my patients safety began to be compromised over productivity,  I knew it was time to leave. My patietns always come first, not how many cases we could get done in a shift.

Health care organizations apply different strategies to improve health outcomes. Practice change improves health outcomes by addressing performance gaps and introducing new processes (Busetto et al., 2018). However, change does not always occur as planned, which can have far-reaching impacts on financial assets and workplace relationships. Therefore, the purpose of this presentation is to describe a situation where change did not go as planned in the workplace and the steps that should have been taken to implement change successfully. Central discussion areas include a background of the situation, the nurse’s role as a change agent, and stakeholders essential in change management. Other areas include a presentation of change theory, impacts of unsuccessful change, and factors to drive upcoming organizational change.

The situation where change did not occur as planned involved the introduction of a zero-tolerance policy in the organization in response to increased cases of bullying. As Mrayyan (2018) stated, zero tolerance towards workplace violence encourages nurses not to endure violence and report it immediately after they encounter it. The law also severely punishes those who commit violent acts like bullying against health care providers. Like other practice change activities, the nursing staff was supposed to be adequately prepared for policy change to embrace it fully. Unfortunately, the management introduced the policy abruptly, which reduced the staff’s commitment to implementing it fully. Hence, it did not achieve the outcomes as projected.

Health care professionals should work in safe care environments to deliver quality patient care. According to Al-Ghabeesh and Qattom (2019), bullying is damaging to the health and productivity of nurses since it impairs their emotional health and increases their desire to quit their occupations. Therefore, zero tolerance towards bullying is a practical intervention for optimizing employee productivity and protecting nurses from the adverse effects of workplace incivility. Homayuni et al. (2021) found that bullying is associated with depression and distress in nurses, which hampers interprofessional collaboration and their ability to provide quality care. A zero-tolerance policy protects the staff from such health dangers and ensures civil conduct among employees as they work to achieve a common goal.

Nurse leaders should introduce and guide while looking forward to achieving multi-dimensional impacts. Practice change achieved by implementing zero-tolerance policies can help to promote ethical conduct among nurses, which is characterized by behaviors that prevent harm and ensuring that employees are responsible for their actions. From a social dimension, nursing practice is conducted in social environments with diverse practitioners. Preventing behaviors that hamper teamwork and cooperation is instrumental in building healthy relationships among diverse teams. Mrayyan (2018) stressed the importance of a zero-tolerance policy in preventing costly medical errors. Preventing such errors also minimizes legal issues stemming from patient harm and improves the organization’s reputation and relationship with partners.

The advanced registered nurse’s role as a change agent is critical for the progressive improvement of patient care outcomes. According to Rafferty (2018), nurses and nurse leaders are directly involved in patient care, and their influence, skills, and guidance are valuable in change implementation. Skills utilization is demonstrated by continuous assessment of practice gaps and introduction of interventions for enhancing performance. Nurse leaders also use their knowledge and skills to promote evidence-based innovation and lead behavior change practices like zero-tolerance policies, motivation programs, and infection control. Other roles include designing and delivering health policy as nurses and patient advocates and mentoring nurses to embrace change to reduce resistance toward new practices.

Stakeholders play a critical role in change implementation. The type, direction, and success of organizational change depend on stakeholder engagement, participation, and support (Jasinska, 2020). One of the key stakeholders involved in change efforts is the caregivers, including nurses and physicians. They are directly involved in change efforts since many practice changes cannot be conducted without them. The organization’s management plays a crucial role in supporting change through resources and preparing the organization for change. Other stakeholders with varying roles include patients, partners and suppliers, political and legal representatives, and accreditation agencies. These stakeholders should be adequately informed about organizational practices to determine whether the organization promotes care quality and patient safety as professionally obliged.

Kurt Lewin’s change management model is highly appropriate for change implementation in a dynamic health care environment. Its basic concepts include driving forces that push change in the desired direction, restraining forces that counter change efforts, and a state of equilibrium. As Hussain et al. (2018) explained, practice change occurs progressively in three basic steps: unfreezing, changing, and refreezing. Unfreezing is primarily about preparing the nursing staff and other stakeholders to understand and embrace change to counter possible resistance. The changing phase involves transitioning to new behaviors and work routines, while refreezing involves sustaining the new status to achieve lasting effects.

Change leaders apply different change models for different reasons. Besides guiding change management in a simple and straightforward process, Lewin’s change theory aims to understand and demonstrate why change occurs (Hussain et al., 2018). Accordingly, change leaders can justify the change and visualize the outcomes. Lewin’s theory also accounts for uncertainties and resistance to change. In most instances, resistance to change occurs when the nursing staff and other stakeholders are not engaged in the change process. To overcome resistance, Lewin’s theory stresses the need for clear and convincing communication and education about the need for the change during the unfreezing phase (Deborah, 2018). Above all, the phased change management helps change leaders to introduce and implement organizational change procedurally.

Organizational change has profound impacts on care quality and work processes. Hence, the change management strategies applied should be centered on achieving change without adverse impacts on behaviors, social relationships, and finances. Due to its straightforward nature and simplicity, Lewis change management model ensures that change is implemented without ethical misconduct or negative impacts on workplace behaviors. The simple process is also economical since it does not include many steps that can be tiring or consume massive resources. Change management through positive behavior change also protects patients, health care professionals, and other populations. Doing so protects the organization from possible reputational damage, which can be politically, ethically, and legally costly.

Advanced registered nurses should be aware of change implementation barriers before initiating practice change. After identifying the change and potential impacts, I would develop a comprehensive implementation plan to share with the management and the nursing staff. Next, I would communicate the change to nurses and all stakeholders since lack of it was the main reason for the initial change failure in the facility. Communication is crucial in the unfreezing phase of change management since it helps stakeholders to understand the change and its importance (Deborah, 2018). The next step would be actively engaging stakeholders to implement the change before its evaluation to determine whether it achieved the desired effects.

Change implementation is usually a lengthy, laborious, and resource-intensive process. It requires preparation, continuous communication, and engagement of stakeholders. Unsuccessful change implies potential misuse of the organization’s resources such as zero tolerance policy handouts and finances used communication and other crucial processes. Since the goal of the change process is to prevent bullying, failure to achieve this goal would increase nurses’ exposure to workplace bullying. Al-Ghabeesh and Qattom (2019) found that bullying lowers nurses productivity since it is psychologically harming, and the same would be witnessed in the organization. Other potential outcomes include increased risk to patient care and disappointment with the change process.

Nurse leaders should never give up with organizational change. Consequently, they should have a backup plan if change is unsuccessful. The most effective intervention to address the current scenario if change does not succeed is a collaborative process and impact assessment. In this case, nurses, nurse leaders, and the management would collaborate to assess why practice change failed and practical remedies. The role of the collaborative assessment would be helping the change team to address implementation barriers before reintroducing the change.  Such barriers include communication problems, a resistance culture, and a lack of stakeholder support (Busetto et al., 2018). As the implementation progresses, the change team should seek continuous feedback from stakeholders while monitoring reactions and impacts. Such an impact would help to fix any issue hampering the process timely and conveniently.

Successful organizational change is achieved through a combination of factors. Besides stakeholder engagement and communication as mentioned earlier, employee growth and development will play a crucial role in driving upcoming organizational change. Largely, employee growth and development will equip employees with the skills, knowledge, and attitudes necessary for continuous quality improvement in health practice. Organizations ready for change must foster innovation through nurse leaders who seek new ways to transform and influence higher care quality through new care delivery models (Snow, 2019; Mutonyi et al., 2021) Accordingly, the advanced registered nurse must be at the center of innovation and transformation through continuous assessment of performance gaps and fostering a culture of change in the organization.

As demonstrated in this presentation, the primary goal of practice change is to optimize health outcomes. As a result, nurse leaders and other health care professionals in advanced practice should continually assess performance gaps, promote innovation, and lead behavior-change practices. Since practice change should be systematic and procedural, the advanced registered nurse should initiate change using theoretical guidelines. Kurt Lewin’s change management theory can be applied to introduce change in the organization to achieve the best results. It stresses preparation for change and sustaining it, which are critical to successful change. Additional drivers of change in the organization include the management investing in innovation and employee growth and development programs.

Implementing Change With an Interprofessional Approach Presentation NURS 514 Assignment References

• Al-Ghabeesh, S. H., & Qattom, H. (2019). Workplace bullying and its preventive measures and productivity among emergency department nurses. Israel Journal of Health Policy Research, 8(1), 1-9. https://doi.org/10.1186/s12913-019-4268-x
• Busetto, L., Luijkx, K., Calciolari, S., Ortiz, L. G. G., & Vrijhoef, H. J. M. (2018). Barriers and facilitators to workforce changes in integrated care. International Journal of Integrated Care, 18(2), 1-13. http://doi.org/10.5334/ijic.3587
• Deborah, O. K. (2018). Lewin’s theory of change: Applicability of its principles in a contemporary organization. Journal of Strategic Management, 2(5), 1-11. https://stratfordjournals.org/journals/index.php/journal-of-strategic-management/article/download/229/274
• Homayuni, A., Hosseini, Z., Aghamolaei, T., & Shahini, S. (2021). Which nurses are victims of bullying: the role of negative affect, core self-evaluations, role conflict and bullying in the nursing staff. BMC Nursing, 20(1), 1-9. https://doi.org/10.1186/s12912-021-00578-3
• Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: a critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. https://doi.org/10.1016/j.jik.2016.07.002
• Jasinska, J. (2020). Stakeholders identification affecting the scope and the changes in the health care system. Frontiers, 1(03), 1-15. doi: 10.2020/fmcr/000013120
• Mrayyan, M. (2018). Work place violence: A “zero tolerance” policy. EuroMediterranean Biomedical Journal, 13(16), 078-079. 10.3269/1970-5492.2018.13.16
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Change is an important element in an organization. Change enables health organizations to adopt interventions that contribute to their success and competitiveness in their markets. Change also enables the health organizations to respond and adapt effectively to the emerging needs in their markets. The successful implementation of change requires that health organizations embrace the use of a change model to guide the process. Change models provide the benchmarks for evaluating the success of the change process and improvement interventions that need to be embraced. The evaluation is the last step in the implementation of change where health organizations determine whether the change was successful in facilitating the desired success or not.  

Change is an important element in an organization. Change enables health organizations to adopt interventions that contribute to their success and competitiveness in their markets. Change also enables the health organizations to respond and adapt effectively to the emerging needs in their markets. The successful implementation of change requires that health organizations embrace the use of a change model to guide the process. Change models provide the benchmarks for evaluating the success of the change process and improvement interventions that need to be embraced. The evaluation is the last step in the implementation of change where health organizations determine whether the change was successful in facilitating the desired success or not.  

Change is an important element in an organization. Change enables health organizations to adopt interventions that contribute to their success and competitiveness in their markets. Change also enables the health organizations to respond and adapt effectively to the emerging needs in their markets. The successful implementation of change requires that health organizations embrace the use of a change model to guide the process. Change models provide the benchmarks for evaluating the success of the change process and improvement interventions that need to be embraced. The evaluation is the last step in the implementation of change where health organizations determine whether the change was successful in facilitating the desired success or not.  

Change is an important element in an organization. Change enables health organizations to adopt interventions that contribute to their success and competitiveness in their markets. Change also enables the health organizations to respond and adapt effectively to the emerging needs in their markets. The successful implementation of change requires that health organizations embrace the use of a change model to guide the process. Change models provide the benchmarks for evaluating the success of the change process and improvement interventions that need to be embraced. The evaluation is the last step in the implementation of change where health organizations determine whether the change was successful in facilitating the desired success or not.  

Change is an important element in an organization. Change enables health organizations to adopt interventions that contribute to their success and competitiveness in their markets. Change also enables the health organizations to respond and adapt effectively to the emerging needs in their markets. The successful implementation of change requires that health organizations embrace the use of a change model to guide the process. Change models provide the benchmarks for evaluating the success of the change process and improvement interventions that need to be embraced. The evaluation is the last step in the implementation of change where health organizations determine whether the change was successful in facilitating the desired success or not.  

Change is an important element in an organization. Change enables health organizations to adopt interventions that contribute to their success and competitiveness in their markets. Change also enables the health organizations to respond and adapt effectively to the emerging needs in their markets. The successful implementation of change requires that health organizations embrace the use of a change model to guide the process. Change models provide the benchmarks for evaluating the success of the change process and improvement interventions that need to be embraced. The evaluation is the last step in the implementation of change where health organizations determine whether the change was successful in facilitating the desired success or not.  

Change is an important element in an organization. Change enables health organizations to adopt interventions that contribute to their success and competitiveness in their markets. Change also enables the health organizations to respond and adapt effectively to the emerging needs in their markets. The successful implementation of change requires that health organizations embrace the use of a change model to guide the process. Change models provide the benchmarks for evaluating the success of the change process and improvement interventions that need to be embraced. The evaluation is the last step in the implementation of change where health organizations determine whether the change was successful in facilitating the desired success or not.  

Change is an important element in an organization. Change enables health organizations to adopt interventions that contribute to their success and competitiveness in their markets. Change also enables the health organizations to respond and adapt effectively to the emerging needs in their markets. The successful implementation of change requires that health organizations embrace the use of a change model to guide the process. Change models provide the benchmarks for evaluating the success of the change process and improvement interventions that need to be embraced. The evaluation is the last step in the implementation of change where health organizations determine whether the change was successful in facilitating the desired success or not.  

Change is an important element in an organization. Change enables health organizations to adopt interventions that contribute to their success and competitiveness in their markets. Change also enables the health organizations to respond and adapt effectively to the emerging needs in their markets. The successful implementation of change requires that health organizations embrace the use of a change model to guide the process. Change models provide the benchmarks for evaluating the success of the change process and improvement interventions that need to be embraced. The evaluation is the last step in the implementation of change where health organizations determine whether the change was successful in facilitating the desired success or not.  

One of the impacts of unsuccessful change in the organization is wastage of resources. unsuccessful change would result in wastage of financial, material and human resources in the organization. The wastage of resources will lead to a delay in the implementation of other projects in the organization. The delays will be attributed to the lack of resources that are needed to drive the desired performance outcomes in the organization. Unsuccessful change also affects the organization by leading to poor realization of organizational goals, mission and vision. The failures may lead to re-development of new goals to ensure sustained performance and improvement in the organization. The unsuccessful change may also lead to demotivation of the stakeholders that were involved in the change initiative. The demotivation may result from their fear of engaging in future change projects in the organization (Sveningsson & Sörgärde, 2019).  

One of the impacts of unsuccessful change in the organization is wastage of resources. unsuccessful change would result in wastage of financial, material and human resources in the organization. The wastage of resources will lead to a delay in the implementation of other projects in the organization. The delays will be attributed to the lack of resources that are needed to drive the desired performance outcomes in the organization. Unsuccessful change also affects the organization by leading to poor realization of organizational goals, mission and vision. The failures may lead to re-development of new goals to ensure sustained performance and improvement in the organization. The unsuccessful change may also lead to demotivation of the stakeholders that were involved in the change initiative. The demotivation may result from their fear of engaging in future change projects in the organization (Sveningsson & Sörgärde, 2019).  

 On of the steps that the inter-professional team will take due to project failure is re-strategizing. The team will examine the alignment of the strategies that were developed with the objectives of the change initiative. Re-strategizing will enable the identification of weaknesses in the strategies and implementation of new approaches that will contribute to the desired success. The second step by the inter-professional team is re-examining the project goals. The team will re-examine the goals to determine their alignment with the aims of the project and the vision of the organization. The goals should align with the organizational mission and vision. The other step is extending the project timelines as new strategies are implemented. The extension will enable the determination of the effectiveness of the new strategies alongside the utilization of new metrics of evaluating the project (Sveningsson & Sörgärde, 2019).  

The American Nursing Informatics Association (ANIA) supports nurses personally and professionally. Allowing nursing students and professionals alike to learn, grow, be educated, be certified, and be a resource in technology in the field of nursing informatics. Technology has tremendously impacted the quality of care nursing practice provides in rendering patient care. An example of a safe and reliable method of delivering nursing care is medication administration or an organized gathering and storing of patient medical data for doctors and other healthcare members to retrieve quickly and safely to prevent patient treatment delays. Nursing students and nursing professionals benefitted from this organization because of the variety of online resources like webinars, conferences, continuing and scholarly articles, and even finding preceptors to assist with your needs—financial assistance through discounts for members offered for educational advancement. Career opportunities are also available on this website, especially for members, where access to the online career center is up to date for job listings.

With all the online opportunities ANIA presents, networking is a positive factor that makes this association beneficial to the nursing profession—with over 3000 professional informatics within the country, extending to 15 others internationally, meeting opportunities within the local and internationally. Members become closer regardless of distance through the close networking online of members of ANIA Connect or an online discussion group through the ANIA open forum. Nurses can connect with colleagues and friends with the same common goal and share concerns, especially with stress and issues that the nursing profession faces in these challenging times. The goal is to promote knowledge empowerment and continuous improvement of nursing health informatics. Their upcoming events suggest dates for nurses to look forward to gaining insights and updates on the latest innovations in this practice field. Their website also advocates pressing issues through their “position statements,” which impact patients and nursing practices in healthcare.