The foundations for the nature of change.

 

Review the foundations for the nature of change.

Organizations do not exist in static environments. They must react to both external and internal forces if they want to stay competitive and survive. The need to effectively change is therefore paramount to their success.

Examples of internal forces for change within a company include the following:

Employee morale
Low productivity
Examples of external forces for change outside of a company include the following:

Competitive forces
Technological forces
Any type of change can impact employees within organizations. They may fear changes because of their perceived negative impact on them. Fear related to the potential loss of jobs, loss of security, and changes in leadership can all be attributed to the stress, anger, or fear that employees feel. Other employees, however, may find change welcoming and an opportunity to gain experience. Methods to reduce resistance to change are therefore critical to the success of the change plan.

Answer the following questions:

What are 3 internal drivers for organizational change?
What are the risks to organizations that do not change?
How do people react to change?
What methods are effective in reducing resistance to change?

 

Sample Solution

 

 

Scenario:

Let’s imagine you’re a nurse manager at a 250-bed community hospital with a dedicated cardiac care unit. You’re interested in improving patient outcomes and reducing complications following coronary artery bypass graft (CABG) surgery.

Data Acquisition:

Collaborate with the hospital’s quality management department to obtain relevant data. This might include:

  • CABG surgical volume: Number of CABG procedures performed monthly/quarterly/yearly.
  • Readmission rates: Percentage of patients readmitted within 30 days of discharge following CABG surgery.
  • Post-surgical infection rates: Incidence of surgical site infections or pneumonia following CABG surgery.
  • Length of stay: Average number of days patients remain hospitalized post-CABG surgery.
  • Patient satisfaction scores: Ratings on pain management, communication with staff, and overall care experience following CABG surgery.

Data Analysis:

Once you have the data, analyze it for trends and patterns. For instance:

  • Are readmission rates following CABG surgery higher than the national average?
  • Has there been an increase in post-surgical infections in the cardiac care unit?
  • Is the length of stay for CABG patients longer than expected?
  • Are patient satisfaction scores lower for patients recovering from CABG surgery compared to other departments?

Identifying Areas of Concern:

By analyzing the data, you might identify potential areas of concern. For example:

  • High readmission rates could indicate a need for improved discharge planning or transitional care programs for CABG patients.
  • Increased infection rates could point to deficiencies in sterile technique or infection control protocols in the operating room or cardiac care unit.
  • A longer than average length of stay might suggest a need for enhanced rehabilitation services or physical therapy to help patients recover faster.
  • Lower patient satisfaction scores could indicate inadequate pain management or poor communication between staff and patients following CABG surgery.

Next Steps:

Once you’ve identified potential areas of concern, you can propose a quality improvement (QI) initiative to address the issue. This could involve:

  • Implementing a standardized discharge planning process for CABG patients.
  • Reviewing and revising infection control protocols in the cardiac care unit.
  • Developing a more intensive physical therapy program for post-CABG patients.
  • Providing additional training for nurses on pain management strategies and effective communication with patients.

By following these steps and using data-driven analysis, you can identify and address healthcare quality issues, ultimately improving patient outcomes.

Remember: This is a hypothetical scenario. Always consult with the appropriate healthcare data authorities and quality management departments to obtain real data and ensure HIPAA compliance.

 

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