The driving forces are the change agents who push employees in the direction of change. The human side of change: A practical guide to organization redesign. Finally, the change in health services entails incremental improvement on existing organizational capabilities, more empowerment to the changing agents and continuous support to the changing leaders. Discontinuous or radical change is another matter. It also encourages them to take a hands-on role in the transition. The key to successful organizational change, is heroic and learned change management by competent and visionary leaders. No less important, but certainly less discussed, is the harm to nurse morale after being involved in a medication error, potentially leading to lost time from work Dennison, 2007.
Leaders are responsible for setting the context for change within an organization. As a change manager, your role is to ease the journey towards new ways of working, and you'll need a set of tools to help you along the way: there's a wide range of change management tools here at Mind Tools — this a great place to start! Specification and communication of these principles by leaders are necessary to facilitate adoption and adaptation within the organizational culture. Moving Stage The moving stage represents the period of actual change including the planning and implementation stages of the project. Change management focuses on people, and is about ensuring change is thoroughly, smoothly and lastingly implemented. Bar-coded medication administration is one type of technology that uses a scanning device to compare bar codes on patient identification bands with bar codes on prescribed medications, electronically verifying the medications against the medication records, thereby reducing medication errors significantly. A holistic approach to change management encourages the redesign and adaptation to change at all organizational levels.
Lasting change must occur on many levels within an organization Nadler and Nadler, 1998. Since changes in healthcare occur so rapidly, they are less likely to be predictable. If not, stop right there. This design process is accomplished within a carefully arranged change process architecture. After seeing the data about their referring doctors, the oncologists realized that they needed to do some face-to-face marketing, Mills says. Seminars and workshops prepare nurses for the impending changes and ensure they're implemented smoothly.
Bringing about change takes time and requires the commitment of time on the part of the manager. The role of followers is really a position of strength, involving elements of trust—letting go of a certain amount of control. Discontinuous change: Leading organizational transformation. The current system of medication delivery and administration at our facility involves old medication carts in poor repair and relies on manual checks to ensure the right drug is given to the right patient at the right time, route, site and dosage by the nurse. Key components of this step are communicating with all stakeholders including frontline nurses, managers and administration. Medication errors are a common occurrence in healthcare facilities around the globe, with serious consequences resulting in death or harm, increased inpatient days in hospital, erosion of trust between consumer and healthcare organizations, and a great deal of economic expense Carroll, 2003; Dennison, 2007.
Medication errors: The bigger picture. Each change initiative you manage or encounter will have its own unique set of objectives and activities, all of which must be coordinated. Measuring and monitoring outcomes of the change process is essential for recognizing whether or not the change process has fulfilled its purposes. Leaders must be able to counsel, teach, coach, and reward employees as they adopt and move through the change process. Consciously work on developing a team culture, in which everyone works toward a common goal. Change theories are used to bring about planned change in nursing.
Nursing Economics, 26 3 , 207-210. Navigating organizational change can cause concern in a health-care facility's nursing staff and strain employee morale. While many nurses will welcome this time-saving change, others will feel overwhelmed by the magnitude of the change; therefore careful planning and support on the part of the organization will lessen the stress associated with the implementation. An open systems approach can facilitate emergent change processes within an organization Wilson, 1992. Mills agrees and advises approaching them immediately. M2616 Institute of Safe Medication Practices Canada, 2012. The facility has recently introduced new computerized swipe access carts that are bar code scanner friendly with the intent to introduce bar coding once the pharmacy department converts to electronic medication dispensing and electronic medication records.
Unfreezing involves identifying key players that will be affected by the change and gathering them together to communicate ideas and create lists of all driving and static forces that will affect the project. The Phenomenon of Change Lewin 1951 produced the first viable model of change in his force field model. Currently nurses use old medication carts that have worn wheels, broken drawers and some are health and safety hazards. Administrators should plan their communication strategies well in advance, designating nurse leaders to oversee the effort and determining when and how to alert nurses regarding key events. Yet, businesses must continue to function as new capabilities and ways of dealing with change after change are cultivated.
Changes may occur in several different sectors of an organization simultaneously. Your Change Management Toolkit So where do you start? The leader who instigates change within a firm is often subject to speculative suspicion. The American Journal of Managed Care, 18 3 , 157-162. Then, take them into account. Effective change has been characterized as unfreezing old behaviours, introducing new ones, and re-freezing them. Creating strategic change: Designing the flexible, high - performing organization.
The pace of change has increased dramatically. The internal discipline, vision, expectation and sensitivity of the leader is enhanced, which is apparent to followers and peers alike. Nadler and Nadler 1998 identified four different types of organizational change. Learning is a key requirement for both leaders and followers for any effective and lasting change to occur. The use of brainstorming round table discussions to identify driving and resisting forces is a first step in this process. Flamholtz and Randle labeled these transformations as First, Second, and Third kinds.
Promoting change is both demanding and fatiguing. She gathered data from the practice's referring doctors about the oncologists they referred to. The model includes assessing different types and sizes of change initiatives and the impact they have on people's motivation. Journal of American Medical Information Association, 15, 408-423. Succession change is felt when the top management layer is succeeded by current members who move up the ladder as the existent management retires or moves on. If organizations are to experience a greater level of success in their development efforts, managers and executives need to have a better framework for thinking about change and an understanding of the key issues which accompany change management.