Critiquing a Change Effort

As a nurse leader, you need to have the skills and knowledge to collaborate and communicate with those who plan for and manage change. This capacity is valuable in any health care setting and for many different types of change. Furthermore, it is essential to be able to evaluate a change effort and determine if it is promoting improved outcomes and making a positive difference within the department or unit, or for the organization as a whole.

To prepare:

·         Review Chapters 7 and 8 in the course text. Focus on the strategies for planning and implementing change in an organization, as well as the roles of nurses, managers, and other health care professionals throughout this process.

·         Reflect on a specific change that has recently occurred in your organization or one in which you have worked previously. What was the catalyst or purpose of the change?

·         How did the change affect your job and responsibilities?

·         Consider the results of the change and whether or not the intended outcomes have been achieved.

·         Was the change managed skillfully? Why or why not? How might the process have been improved?

QUESTIONS TO BE ADDRESSED IN MY ASSIGNMENT:

1.     A summary of a specific change within an organization and describe the impact of this change on your role and responsibilities.

2.      Explain the rationale for the change, and whether or not the intended outcomes have been met.

3.     Assess the management of the change, and propose suggestions for how the process could have been improved.

4.     Summary with conclusion

 

REMINDERS:

1)        2-3 pages (addressing the 4 questions above excluding the title page and reference page).

2)      Kindly follow APA format for the citation and references! References should be between the period of 2011 and 2016. Please utilize the references at least three below as much as possible and the rest from yours.

3)     Make headings for each question.

RESOURCES:

Readings

·         Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

o    Review Chapter 7, “Strategic and Operational Planning”

o    Chapter 8, “Planned Change”

This chapter explores methods for facilitating change and the theoretical underpinnings of implementing effective change

·         McAlearney, A., Terris, D., Hardacre, J., Spurgeon, P. Brown, C.,  Baumgart, A.,  Nyström, M. (2014). Organizational coherence in health care organizations: Conceptual guidance to facilitate quality improvement and organizational change. Quality Management in Health Care, 23(4), 254-267 doi: 10.1097/QMH.0b013e31828bc37d

An international group of investigators explored the issues of organizational culture and Quality Improvement (QI) in different health care contexts and settings. The aim of the research was to examine if a core set of organizational cultural attributes are associated with successful QI systems.

·         Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing Management – UK,20(1), 32-37. doi: 10.7748/nm2013.04.20.1.32.e1013

Abstract: Planned change in nursing practice is necessary for a wide range of reasons, but it can be challenging to implement. Understanding and using a change theory framework can help managers or other change agents to increase the likelihood of success. This article considers three change theories and discusses how one in particular can be used in practice.

·         Shirey, M. R. (2013). Lewin’s Theory of Planned Change as a strategic resource. The Journal of Nursing Administration, 43(2), 69-72. doi:10.1097/NNA.0b013e31827f20a9

Abstract: This department [manuscript] highlights change management strategies that may be successful in strategically planning and executing organizational change initiatives. With the goal of presenting practical approaches helpful to nurse leaders advancing organizational change, content includes evidence-based projects, tools, and resources that mobilize and sustain organizationalchange initiatives. In this article, the author explores the use of the Lewin’s Theory of Planned Changeas a strategic resource to mobilize the people side of change. An overview of the theory is provided along with a discussion of its strengths, limitations, and targeted application.

Media

·         Laureate Education, Inc. (Executive Producer). (2012g). Organizational dynamics: Planned change and project planning. Baltimore, MD: Author.

Note: The approximate length of this media piece is 9 minutes.

In this week’s media presentation, experts discuss how today’s health care organizations can capitalize on the strengths of nurse leaders to plan for and navigate change effectively.

 

Optional Resources:

·         Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia: Lippincott, Williams & Wilkins.

o    Chapter 9, “Time Management”

 

·         Batras, D., Duff, C., & Smith, B. J. (2014). Organizational change theory: implications for health promotion practice. Health Promotion International, Retrieved from MEDLINE with Full Text, EBSCOhost

This article reviews select organizational change models to identify the most pertinent insights for health promotion practitioners.