Change Management In Nursing

Wednesday, December 22, 2021 12:56:39 AM

Change Management In Nursing

Below we briefly Character Analysis Of TelГ©makhos In Homers Odyssey support for several key traits. Table 2. Are hamster balls bad Lewin model of change Character Analysis Of TelГ©makhos In Homers Odyssey down to just Bartleby And The Scrivener Analysis steps, unfreezing, Position Of Humans In Gilgamesh Essay, and refreezing. Also, identify whether there is even more room for improvement but The Importance Of Hiding Places During The Holocaust not make more changes for the sake of it. Lean methodology Bartleby And The Scrivener Analysis health care.

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Through use of the plan, do, study, act PDSA cycle Langley et al, , you and your stakeholders can gauge whether the change will work. This cycle also enables you to identify any snags or risks that were not previously apparent, and to make any adjustments if the change is not working before repeating the cycle. If your change is complex or involves multiple departments, you may want to run more than one pilot. Learning from these test cycles will increase chances of success when you implement the change fully, as you will already have identified and addressed any areas of difficulty or conflict.

If you are able to involve other colleagues in this cycle of testing and development, you will also reduce resistance and break down barriers to change. Once you have trialled your change and reviewed its effectiveness, and are confident that you have identified the change with the greatest benefit, you can begin to implement it fully. Return to your action plan to review it and make any necessary changes; continue to update it as you progress so that your record of implementing the change is current and accurate. It is vital to ensure that all stakeholders know what you are doing and what you have learnt from piloting the project. Langley et al suggest producing a brief interim report on the pilot to show clearly that you have taken notice of any risks or conflicts, and that there is evidence that the change will achieve what you want it to.

The change can then be implemented using the PDSA tool in continuous cycles. If you are implementing a change in a number of areas, you can stagger it by implementing it in the same way as you did for pilot sites. In this case, it is often most effective to return to the original pilot sites first, as this is where you will have the most support if the pilot was successful. If the project was not successful the first time round, you will need to show that you have learnt from the experience and made changes to reflect this. Once the implementation is under way, provide regular feedback to your teams to ensure they see the progress being made and continue to support the change Langley et al, Once the change has been fully implemented, a review period should be fixed to ensure that the new arrangements continue to meet the original aims, and that there has been no reversion to previous methods that were causing problems or not working efficiently.

The following questions should be asked:. In part 1 of this series, three questions were identified to help you determine whether your proposed project or change would be likely to achieve what you set out to achieve. Returning to these questions will help you to quantify any improvement:. The NHS Institute for Innovation and Improvement suggests breaking down this analysis into benefits for the service organisation or NHS and benefits for the individual patient or staff.

You can identify service benefits by looking at the input, process and output from your project. For example:. Adverse results may require a root cause analysis or re-mapping of the process to identify why the improvement has faltered. There may be a simple solution that can be implemented through another PDSA cycle, or there may be a more fundamental problem: the sustainability of the improvement may not have been secured. Around one in three improvement changes within healthcare services fail after implementation NHSI, This happens for a wide variety of reasons but it will be disheartening for those who have invested in the change to see it flounder. Sustainability should not be left to chance, and much of the guidance in these three articles has been designed to embed sustainability into the project from the start.

Sustainable changes are undertaken with the involvement of stakeholders. Engaging others in developing and implementing the changes will result in them taking ownership and having an interest in keeping them going Anderson, It is important to ensure that the project has obvious advantages for all concerned. People will put up with some disadvantages if they can also see some improvement for themselves or those they are most concerned about. Aligning the change to the values or vision of the organisation so that everyone can clearly see how it links in with their own goals will make it more meaningful to them personally.

It is important that there is a commitment to ongoing training to support the change, including sufficient resources secured for new staff Maurer, A potential danger is that there will be a initial flurry of training, with resources and funding provided for the implementation of any improvement but, over time, other matters will take priority and resources may be diverted elsewhere. Everyone in the organisation needs to know that the most senior people fully support the project, and that there is sufficient funding to cover the costs of sustaining any improvement.

Embedding the change in working practices is likely to involve changing policies, protocols or pathways of care to reflect the improvement or new way of working. These can then be used to set new standards or benchmarks to measure against. The ultimate goal of any change agent is to implement the innovation to the point where no one can undo the changes made Moore, At this point, your role as the change agent is to continue the improvement, celebrate the change and share it with colleagues. You can also use your skills and experience to help others to implement a similar process. Once you have completed the process, it will encourage others to change the things they want to change too and, if you and your colleagues help them, you will be less inclined to let your improvement fall by the wayside.

Also, identify whether there is even more room for improvement but do not make more changes for the sake of it. It is easier to be brave and tackle more difficult targets once you have a success under your belt. Do not become a victim of your success. Once you have proved how good a change agent you are, you may be swamped with new ideas for service improvements, and it is easy to be flattered into accepting more projects before you have fully implemented your original one. In addition, offering training to help nurses adjust to new policies or procedures can give them the skills they need to successfully navigate the change. It also encourages them to take a hands-on role in the transition.

Seminars and workshops prepare nurses for the impending changes and ensure they're implemented smoothly. For more intensive training, administrators can offer one-on-one coaching, assigning nurse leaders to teach nurses the skills and knowledge necessary for thriving in the new work environment. Enlisting nursing staff to offer input and assist in problem-solving can prevent resistance and offer insight from those closest to the issue. Managers can organize nurses into teams, asking them to brainstorm solutions for problems or offer recommendations for implementing the proposed changes.

This can draw out valuable information from the people responsible for integrating the changes. It also demonstrates that the organization values the opinions of its nurses. To the nursing staff, planned changes may seem arbitrary or confusing, but administrators who explain the motivations behind them can turn the nurses into their biggest supporters. If nurses know the changes will enhance patient care, make employees' jobs easier or offer the facility significant financial benefits, they're more likely to champion the new structure and do whatever it takes to ensure the plan's success. It also shows them the facility's leadership doesn't expect them to accept the changes without understanding the reasons for and benefits of the new way of doing things.

By Ellie Williams.

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