Health care organizations are continuously immersed in change from the emergence of new policies, to promote quality care and improve patient safety to keeping pace with the rapid growth in knowledge and best practices. Establishing a solid framework for planning and implementing change is a wise move, as it provides a foundation for the extensive coordination that will be needed to successfully facilitate the change.

For this Assignment, you propose a change at the department or unit level and develop a plan for guiding the change effort.

To prepare:

• Review Chapter 8 in the course text. Focus on Kurt Lewin’s change theory, and contrast it with other classic change models and strategies.
• Reflect on problems, inefficiencies, and critical issues within a specific department, unit, or area in your organization or one with which you are familiar. Select one issue as a focal point for this assignment, and consider a change that could be made to address the issue.
• Think about how the change would align with the organization’s mission, vision, and values as well as relevant professional standards.
• Using one of the change models or strategies discussed in Chapter 8, begin formulating a plan for implementing the change within the department/unit. Outline the steps that you and/or others should follow to facilitate the change effort. Align these steps to the change model or strategy you selected.
• Determine who should be involved in initiating and managing the change. Consider the skills and characteristics that are necessary to facilitate this change effort.

To complete:

Write a 3- to 5-page paper (page count does not include title and reference page) that addresses the following:

1. Identify a problem, inefficiency, or issue within a specific department/unit.
2. Describe a specific, realistic change that could be made to address the issue.
3. Summarize how the change would align with the organization’s mission, vision, and values as well as relevant professional standards.
4. Identify a change model or strategy to guide your planning for implementing the change. Provide a rationale for your selection.

5. Outline the steps that you and/or others would follow to facilitate the change. Align these steps to your selected change model or strategy.
6. Explain who would be involved in initiating and managing this change. Describe the skills and characteristics that would be necessary to facilitate the change effort.

REMINDERS:

• Kindly put introduction, purpose of the paper, body of the paper (6 headings addressed the 6 questions), summary/conclusion, and references (Put headings on it).
• Kindly follow APA format for the citation and references! References should be between the period of 2011 and 2016.
• Please utilize my resources below at least three references on the list and you can add more in your own resources…

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.

Introduction

In the current business environment, organizational change is an indispensable tool for gaining competitive advantage. Kotler (1996) points out that organizational change has the main objective of motivating organizational members to embrace the changes that are to be adopted to address a given business efficiency issue. In this regard, the scope of organizational change is broad and includes operational changes, changes in the culture and structure of the organization, or operational changes. It is imperative to note that organizational change serves to address a given inefficiency identified within the organization.

A Problem, Inefficiency, or Issue within a Specific Department/Unit

At present, nurses make use of the conventional paper-based approaches to manage the daily operations at the hospital. The conventional paper-based healthcare results in inefficiencies that affect the quality of service offered by hospital. For instance, human errors, wrong prescriptions and patient safety issues are rampant with the current paper based healthcare. Essentially, paper-based healthcare is detrimental to both the healthcare organization as well as patients; as a result, there is the need to need to devise an effective approach that nurses and healthcare professionals in the hospital can utilize to increase their effectiveness and efficiency (Lele, 2005).

A Specific, Realistic Change That Could Be Made To Address the Issue

One of the recent inventions in healthcare is the use computer-aided healthcare, which has been proved to

Computer-aided healthcare is one of the most important applications of computer systems that seek to eliminate human errors associated with the conventional pen and paper approaches to medicine. Computers are supposed to be used as a tool for reducing the costly errors, enhancing patient safety and quality of the medical procedures. One of the most significant ways that computer systems ensure the above is through providing a framework for electronic storage of patient’s data and other related information such as the patient’s family history (Lele, 2005). In addition, computer systems can be used in keeping track of patient’s prescription and information relating to billing. The computer system can query the medical database concerning the allowable and non-allowable medical prescriptions concerning a patient’s state. Through this, computers can avoid costly errors in medicine such as erroneous prescriptions. In comparison to the traditional pen and paper system, a doctor is more likely to make errors that may otherwise turn to be costly on the patient’s life due to wrong prescriptions. This implies that computer-based healthcare is more productive and effective compared to the traditional pen and paper system deployed in most hospitals in the present times. Nurses can use computer systems to track and analyze test results by comparison with the medical database (Lele, 2005).

Computer applications in medicine stretch beyond just storage of patient’s data and tracking of prescription records. Other medical applications of computers in medicine include software that can be used in the diagnosis of patients given the symptoms, examination of the body tissues. Recent development saw computer systems aid in carrying out surgical operations. In fact, a large number of medical equipments used to monitor patient progress used in health utilities are computer based. This denotes the significance of computer technologies in medicine. Time constraints should not be used as an excuse at the expense of costly errors associated with the conventional paper based approach to medicine (Lele, 2005).

How the Change Aligns with the Organization’s Mission, Vision, and Values As well As Relevant Professional Standards

The mission and vision of the organization places emphasis on the provision of high quality healthcare, which can only be facilitated by the adoption of effective nursing practices such as computer-aided healthcare applications. Therefore, the implementation of electronic health records at the organization will play an integral role in helping the organization realize its vision. Regarding its values, the organization places emphasis on two core elements: the effectiveness and productivity of nurses, and the use nursing practices that guarantee patient safety. The current pen and paper nursing approaches used by the organization does not provide a working environment and culture that guarantees 100 percent nurse productivity, efficiency and effectiveness as well as patient safety (Lele, 2005). In light with this view, the adoption of the electronic medical records will create a workplace environment that fosters nurses’ productivity while at the same time guaranteeing patient safety. Regarding professional standards, it is apparent that the implementation of electronic health records system at the hospital will ensure that nurses deliver high quality and effective healthcare services that are error free (Lele, 2005).

Change Model or Strategy to Guide Your Planning For Implementing the Change

The change model advocated in this study was the Kurt Lewin’s three step change model, which entails unfreezing, transition, and freezing. Unfreezing entails lessening the forces that seek to retain the status quo and destroying the existing mindset. Unfreezing can be done by presenting a problem experienced at the organization in order to ensure that people see the need for change and begin looking for new solutions. Transition entails the development of new attitudes, values and behaviors using process changes, organizational structure and development techniques (William, 2003). Freezing is the final phase of implementing the new change and doing away with the old ways. The Kurt Lewin change model is the most appropriate for this situation because the nurses are used to the paper-based approaches to provide healthcare services; therefore, getting them to make use a new technology is likely to be met with resistance. Therefore, the change process ought to be gradual, as advocated by the Kurt Lewin change model (William, 2003).

Steps To Follow To Facilitate the Change

Before the implementation of a change process, it is imperative to carry out a critical analysis of the current business environment in order to evaluate whether the implementation of change is justified. Effective change implementation depends on the effectiveness of the change management strategies that the organization deploys. Prior to implementation of change, a business enterprise must ensure that there are effective change management strategies in place. Change management strategies serve to combat the challenges associated with the implementation of change in the organization (Petch, 2009).

The second critical process in implementation of change is the outlining of a clearly stated vision for the change process. A clearly articulated vision for change plays a significant role in keeping the change implementation process on track. What this implies is that the key driving factors behind the implementation of the change process are put into consideration. With a clearly outlined vision for change, challenges such as change resistance are easily dealt with. In fact, having a vision for change process is one of the most effective approaches to ensuring change readiness in an organization through outlining of the benefits associated with the adoption of new approaches to leadership and execution of business processes (William, 2003). The vision for change helps the organization to outline its business goals and daily business processes that are significant in determining the success of the organization. A shared vision implies that the organization commitment towards the change is exhibited at all the organizational levels ranging from the top level management to the lower level in house staff. This plays an important role in ensuring that change implementation process is successful. A vision for change is likely to be more effective if it is initiated from the middle and entails the participation of all the members of the business organization at all the levels, including the external stakeholders.

The actual implementation is the third stage during the implementation of change at the organization. Organizational change is implemented according to the organizational requirements that fostered the change process. Change can be structural, management oriented or even operational oriented depending on the key business functions of the organization. Change implementation is not over until the business enterprise adopts effective strategies to manage the transformational period. Transformational period is usually characterized by significant losses in cases where the employees of the organization take more time to adjust to the change implemented at the organization. The effects associated with the transformational period are dependent on the flexibility of the organization. The more a flexible an organization is, the more effective it will be in tackling issues associated with transformational period (Kotler, 1996).

People Involved In Initiating and Managing This Change

Systematic transition entails involving every medical personnel during the implementation of the system in order to combat the difficulties and frustrations that may encounter during early usage of information technology in medicine (Lele, 2005). The transition from a free environment to a more controlled working environment is one of the significant constraints associated with implementation of electronic health record keeping. The department/unit managers will also play a pivotal role in ensuring that change process is successful through effective articulation of the vision for change and the use of appropriate leadership skills to motivate their teams to embrace the change.

References

Kotler, J. (1996). Leading change. London: Harvard Business School Press.

Lele, D. (2005). Computers In Medicine: Progress In Medical Informatics. New Delhi: Tata McGraw-Hill Education.

Petch, A. ( 2009). Managing transitions: support for individuals at key points of change. New York: The Policy Press.

William, B. (2003). Managing Transitions: Making the Most of Change. New York: Cambrige.

tyle=”text-align: justify;”>Planned changed in a nursing unit

Order Description

Planned Change in a Department or Unit
Health care organizations are continuously immersed in change from the emergence of new policies, to promote quality care and improve patient safety to keeping pace with the rapid growth in knowledge and best practices. Establishing a solid framework for planning and implementing change is a wise move, as it provides a foundation for the extensive coordination that will be needed to successfully facilitate the change.
For this Assignment, you propose a change at the department or unit level and develop a plan for guiding the change effort: The change I would like you to discuss and plan is changing from paper charting that my intensive care unit is using to an Electronic health record (EHR). Paper charting is taking much our time away from the patient, medical errors occurs, nurses can?t have access to the charts all the time because it is used by other health care workers therefore delaying certain nursing intervention. Using EHR will be more beneficial for the unit. (Please check the benefits that offer EHR in a busy nursing unit).

To prepare:
? Review Chapter 8 in the course text. Focus on Kurt Lewin?s change theory, and contrast it with other classic change models and strategies. Please Check chapter 8 of this book regarding Kurt Lewin?s change theory:
Marquis, B. L., & Huston, C. J. (2012). Leadership roles and management functions in nursing: Theory and application (Laureate Education, Inc., custom ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

? Reflect on problems, inefficiencies, and critical issues within a specific department, unit, or area in your organization or one with which you are familiar. Select one issue as a focal point for this assignment, and consider a change that could be made to address the issue.
? Think about how the change would align with the organization?s mission, vision, and values as well as relevant professional standards.
? Using one of the change models or strategies discussed in Chapter 8, begin formulating a plan for implementing the change within the department/unit. Outline the steps that you and/or others should follow to facilitate the change effort. Align these steps to the change model or strategy you selected.
? Determine who should be involved in initiating and managing the change. Consider the skills and characteristics that are necessary to facilitate this change effort.
To complete:
Write a 3- to 5-page paper that addresses the following:
? Identify a problem, inefficiency, or issue within a specific department/unit.
? Describe a specific, realistic change that could be made to address the issue.
? Summarize how the change would align with the organization?s mission, vision, and values as well as relevant professional standards.
? Identify a change model or strategy to guide your planning for implementing the change. Provide a rationale for your selection.
? Outline the steps that you and/or others would follow to facilitate the change. Align these steps to your selected change model or strategy.
? Explain who would be involved in initiating and managing this change. Describe the skills and characteristics that would be necessary to facilitate the change effort.

Health care organizations are continuously immersed in change from the emergence of new policies, to promote quality care and improve patient safety to keeping pace with the rapid growth in knowledge and best practices. Establishing a solid framework for planning and implementing change is a wise move, as it provides a foundation for the extensive coordination that will be needed to successfully facilitate the change.

For this Assignment, you propose a change at the department or unit level and develop a plan for guiding the change effort.

To prepare:

• Review Chapter 8 in the course text. Focus on Kurt Lewin’s change theory, and contrast it with other classic change models and strategies.
• Reflect on problems, inefficiencies, and critical issues within a specific department, unit, or area in your organization or one with which you are familiar. Select one issue as a focal point for this assignment, and consider a change that could be made to address the issue.
• Think about how the change would align with the organization’s mission, vision, and values as well as relevant professional standards.
• Using one of the change models or strategies discussed in Chapter 8, begin formulating a plan for implementing the change within the department/unit. Outline the steps that you and/or others should follow to facilitate the change effort. Align these steps to the change model or strategy you selected.
• Determine who should be involved in initiating and managing the change. Consider the skills and characteristics that are necessary to facilitate this change effort.

To complete:

Write a 4- to 5-page paper (page count does not include title and reference page) that addresses the following:

• Identify a problem, inefficiency, or issue within a specific department/unit.
• Describe a specific, realistic change that could be made to address the issue.
• Summarize how the change would align with the organization’s mission, vision, and values as well as relevant professional standards.
• Identify a change model or strategy to guide your planning for implementing the change. Provide a rationale for your selection.
• Outline the steps that you and/or others would follow to facilitate the change. Align these steps to your selected change model or strategy.
• Explain who would be involved in initiating and managing this change. Describe the skills and characteristics that would be necessary to facilitate the change effort.

Reminder: The School of Nursing requires that all papers submitted include a title page, introduction, summary, and references

Health care organizations are continuously immersed in change from the emergence of new policies, to promote quality care and improve patient safety to keeping pace with the rapid growth in knowledge and best practices. Establishing a solid framework for planning and implementing change is a wise move, as it provides a foundation for the extensive coordination that will be needed to successfully facilitate the change.

For this Assignment, you propose a change at the department or unit level and develop a plan for guiding the change effort.

To prepare:
•Review Chapter 8 in the course text. Focus on Kurt Lewin’s change theory, and contrast it with other classic change models and strategies.
•Reflect on problems, inefficiencies, and critical issues within a specific department, unit, or area in your organization or one with which you are familiar. Select one issue as a focal point for this assignment, and consider a change that could be made to address the issue.
•Think about how the change would align with the organization’s mission, vision, and values as well as relevant professional standards.
•Using one of the change models or strategies discussed in Chapter 8, begin formulating a plan for implementing the change within the department/unit. Outline the steps that you and/or others should follow to facilitate the change effort. Align these steps to the change model or strategy you selected.
•Determine who should be involved in initiating and managing the change. Consider the skills and characteristics that are necessary to facilitate this change effort.

To complete:

Write a 3- to 5-page paper (page count does not include title and reference page) that addresses the following:
•Identify a problem, inefficiency, or issue within a specific department/unit.
•Describe a specific, realistic change that could be made to address the issue.
•Summarize how the change would align with the organization’s mission, vision, and values as well as relevant professional standards.
•Identify a change model or strategy to guide your planning for implementing the change. Provide a rationale for your selection.
•Outline the steps that you and/or others would follow to facilitate the change. Align these steps to your selected change model or strategy.
•Explain who would be involved in initiating and managing this change. Describe the skills and characteristics that would be necessary to facilitate the change effort.

REQUIRED RESOURCES:
Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.

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. ?Review Chapter 7, “Strategic and Operational Planning”
?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 organizational change initiatives. In this article, the author explores the use of the Lewin’s Theory of Planned Change as 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.
Accessible player –Downloads–Download Video w/CCDownload AudioDownload Transcript
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. ?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