NUR 514 Implementing Change With An Inter-Professional Approach Presentation

Grand Canyon University NUR 514 Implementing Change With An Inter-Professional Approach Presentation– Step-By-Step Guide

This guide will demonstrate how to complete the Grand Canyon University NUR 514 Implementing Change With An Inter-Professional Approach Presentation assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.

How to Research and Prepare for NUR 514 Implementing Change With An Inter-Professional Approach Presentation

Whether one passes or fails an academic assignment such as the Grand Canyon University NUR 514 Implementing Change With An Inter-Professional Approach Presentation depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.

After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.

How to Write the Introduction for NUR 514 Implementing Change With An Inter-Professional Approach Presentation

The introduction for the Grand Canyon University NUR 514 Implementing Change With An Inter-Professional Approach Presentation is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.

How to Write the Body for NUR 514 Implementing Change With An Inter-Professional Approach Presentation

After the introduction, move into the main part of the NUR 514 Implementing Change With An Inter-Professional Approach Presentation assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.

Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.

How to Write the Conclusion for NUR 514 Implementing Change With An Inter-Professional Approach Presentation

After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.

How to Format the References List for NUR 514 Implementing Change With An Inter-Professional Approach Presentation

The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.

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Sample Answer for NUR 514 Implementing Change With An Inter-Professional Approach Presentation

Background of the Situation

Health care organizations should embrace change and always be ready to implement change-driven initiatives to enhance outcomes. Such changes are usually triggered by underperformance stemming from organizational problems emerging from time to time. The organizational problem that prompted the change was the high rates of medication errors in the emergency department. Considering that emergency rooms are high-risk areas, it is crucial to intervene through evidence-based approaches to enhance outcomes. The management opted for a safety culture through just-in-time non-punishable reporting. A safety culture ensures that organizational values, patterns of behavior, and general practices focus on promoting quality and patient safety (Khoshakhlagh et al., 2019). The intended outcome was a scenario nurses would report all medication errors, and interventions are sought according to the magnitude of the errors. Unfortunately, the lack of timely feedback and follow-up actions discouraged nurses from prompt reporting, hampering the initiative’s effectiveness.

Rationale of the Change

Many factors drive organizational changes. In this scenario, the main issue was increased rates of medication that pose a considerable risk on patients and health care providers’ health and overall organizational performance. Wondmieneh et al. (2020) noted that medication errors risk patients’ health since they are known causes of permanent body changes, injuries, or death. They should be prevented by all means possible. Besides patients, high rates of medication errors also affect nurses’ emotional and mental health. Nurses who commit medication errors and harm patients may doubt their potential and usually work under a lot of guilt and dissatisfaction (Ozeke et al., 2019). Affected patients and families may also file costly lawsuits, hence the need for health care organizations to prevent medication errors.

Goals of the Change

The impacts of change are highly encouraging when change is implemented appropriately. Goals of change in this scenario included practice outcomes’ improvement considering that timely reporting plays an instrumental role in reducing the effects of medication errors. For instance, the affected patient is identified, and appropriate interventions are made to prevent health complications. Medication errors’ reporting also helps nurse leaders and management identify high-risk areas and common errors to prevent future occurrences. Such processes enhance satisfaction and encourage safe practices to ensure that the organization is safe for patients and health care providers. Interprofessional collaboration also improves as nurses and the management work together to solve common problems.

Key Internal Interprofessional Stakeholders

The change process is extensive, and stakeholders should be involved as much as possible. Internal interprofessional stakeholders are directly affected by health care processes and can hinder change implementation if they resist change. They include the management, health care teams, departmental leaders, coordinators, and pharmacists. When involved in change initiatives, internal stakeholders understand why change is occurring and how it will affect them. They also understand the entire process and the role they should play to promote success. In any case, change initiatives cannot succeed without engaging the internal stakeholders. They are the spine of the organization, and everything revolves around them.

Key External Interprofessional Stakeholders

External stakeholders are not directly involved in the everyday activities of an organization. However, they are impacted by the organization’s performance depending on how they are attached to it. For instance, financiers and donors lose resources invested in supporting an organization’s projects. They support patient care differently, and organizations must ensure that they achieve the set targets as far as quality and patient satisfaction are concerned. Also, health care organizations are closely monitored and regulated. They have a legal and professional mandate that they must observe at all times. Accordingly, quality assurance and legal representatives should be informed when a change is happening to determine whether it is permissible from legal and operational standpoints.

Kurt Lewin’s Change Theory

In health care organizations, change theories usually provide the framework for initiating and maintaining change. The majority of the change theories provide a stage-based process to initiate change and achieve the desired outcomes. In this scenario, the most appropriate change theory is Kurt Lewin’s change theory. This theory is based on the premise that driving forces push a change to occur as restraining forces oppose the change (Hussain et al., 2018). Driving forces include underperformance and patient dissatisfaction stemming from medication errors. A suitable example of a restraining force is an organizational culture that is resistant to change. The desired outcome is only achieved when the driving forces overwhelm the restraining forces.

The first stage of the Lewin’s change theory is the unfreezing stage. Hussain et al. (2018) posited that the unfreezing stage is characterized by creating problem awareness and finding the most effective strategy to enable people let go of ways. It is the phase where disequilibrium occurs to disrupt the system. A suitable example of such distraction is the management introducing new ways of errors reporting. Change can be facilitated by convincing the workforce that the status quo is not beneficial and a new perspective is needed. The final step is refreezing to ensure that the change is maintained and resists further change.

Initiating the Change

A standardized approach to medication errors reporting and medical safety management is vital to achieving the desired results. Such a standardized procedure is characterized by precisely defining the errors that should be reported and when they should be reported. Nurse leaders and management should encourage reporting by providing immediate feedback and follow-up actions. In this case, the management and nurse leaders should show their commitment to promoting a safety culture by addressing errors timely. The number of nurses in high-risk areas should be increased to ensure that medication administration is a team process. A no-blame culture where no one is victimized after an error has occurred can encourage reporting and confidence to work after an occurrence.

Impacts of Unsuccessful Change Process

Overall, the primary goal of a change initiative is practice improvement. There should be a real positive difference between the current and previous performance. Unsuccessful change implies that medication errors are not reported as expected, and timely interventions are not made as situations oblige. As a result, the desired patient satisfaction levels are not achieved. The organization also does not achieve value for the time and resources committed to achieving the desired change. Consequential disappointments ruin interprofessional collaboration as teams cannot see the impacts of their work. The impacts are profound, with confusion common and general performance declining to a huge extent.

Steps to Improve Outcomes

It is a huge disappointment when a change initiative fails to achieve the desired results. In many cases, the management commits a lot of time and resources towards change projects. If the change is unsuccessful, the interprofessional team should consider re-engaging teams and review what was not done appropriately. Internal stakeholders should review the change process as a team and identify issues likely to inhibit success. Technology can also be incorporated to encourage reporting. For instance, a system that hides the nurses’ identity can make them more open to reporting. Progressive performance reviews should often occur so that interventions can be made timely if the progress is not as expected. Workplace training can also be done to show nurses how to report issues anonymously in case technology is used.

Summary

Several deductions can be made from this presentation concerning what successful organizational change involves. Irrespective of the type of problem facing an organization, it is crucial to understand the problem sufficiently. Causes should be known as well as potential impacts and high-risk areas. Teamwork is also encouraged in problem-solving. Different workers and stakeholders understand an issue differently, and it is crucial to involve a broad team to respond to an issue multi-dimensionally. People-centered processes are important too. Here, the implication is that the focus should be on the people affected and how to reduce the severity of the impact. To avoid failure, progressive reviews are vital. The management should be actively involved in change initiatives where the best outcomes are achieved through a solution-driven approach.

References

Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. https://doi.org/10.1016/j.jik.2016.07.002

Khoshakhlagh, A. H., Khatooni, E., Akbarzadeh, I., Yazdanirad, S., & Sheidaei, A. (2019). Analysis of affecting factors on patient safety culture in public and private hospitals in Iran. BMC Health Services Research, 19(1), 1-14. https://doi.org/10.1186/s12913-019-4863-x

Ozeke, O., Ozeke, V., Coskun, O., & Budakoglu, I. I. (2019). Second victims in health care: current perspectives. Advances in Medical Education and Practice, 10, 593–603. https://doi.org/10.2147/AMEP.S185912

Wondmieneh, A., Alemu, W., Tadele, N., & Demis, A. (2020). Medication administration errors and contributing factors among nurses: a cross sectional study in tertiary hospitals, Addis Ababa, Ethiopia. BMC Nursing, 19(1), 1-9. https://doi.org/10.1186/s12912-020-0397-0

Sample Answer 2 for NUR 514 Implementing Change With An Inter-Professional Approach Presentation

Presentation’s Main Areas

Welcome to this presentation on implementing change with an interprofessional approach. Irrespective of size, resources, specialties, and other factors, health care organizations encounter many issues that necessitate positive change. Using their theoretical, clinical, and leadership skills, advanced registered nurses guide organizations in implementing change to achieve specific outcomes. Sometimes, this change may not achieve the desired results, prompting leaders to reevaluate situations and introduce new methods. Therefore, this presentation aims to explore a situation where change did not go as planned and outline the steps that should have been taken to implement change successfully. Elements influencing successful change, including stakeholders, change models, and internal drivers, will be discussed in detail.

Description of Situation, Rationale for Change and Goal

Organizational change necessitates practical solutions to issues hampering the workplace. The situation where change did not go as planned involved nurses experiencing workplace burnout. According to Lee and Cha (2023), the leading cause of nurse burnout is occupational stress, which includes issues like a high workload, a lack of leadership support, and role conflict, which play a major role. Nurses experiencing burnout had issues like job dissatisfaction, excessive fatigue, and behavioral disorders. To avert the dangers of these problems, leaders recommended a physical relaxation exercise program. Despite the high effectiveness of such programs in addressing burnout, the proposed program was not adopted universally since some nurses opted for other measures, including mindfulness, resting, and additional staffing.

Positive change helps organizations to transition into more effective and efficient workplaces. Addressing burnout is essential in health care organizations due to its risk to nurse’s health and well-being. As a growing problem in health care, burnout is associated with mental distance from the job, reduced efficacy in the workplace, and increased incivility due to poor relationships (ANA Nursing Resources Hub, 2024). These problems underscore the need for interventions that contribute to a healthy workplace for nurses and patients. Practical, sustainable solutions for burnout also indicate a supportive work culture where leaders and staff collaborate to identify and address persistent problems. The leading goals of the change (implementing a physical relaxation exercise program) included improving job satisfaction, reducing potential nurse turnover, and achieving better care quality and patient safety. Therefore, it envisioned transitioning the facility into a better workplace for patients, staff, and leaders.

Description of Situation, Rationale for Change and Goal

From an ethical perspective, a nursing workforce able to overcome burnout is critical to preventing patient harm related to medical errors, depersonalization, and a lack of empathy. Harm prevention aligns with the nonmaleficence principle of medical ethics (Bulger, 2024). Socially, health care organizations have a social responsibility to engage in actions that improve people’s health. Part of this obligation is guaranteeing high-quality care, which improves the relationship between health care facilities and the society it serves. Aligning health care with the recommended quality standards prevents potential legal issues, such as patients seeking compensation for medical errors. Above all, leaders should implement measures to reduce costs and improve productivity, and wellness programs help achieve this goal. Such measures prevent issues that can attract political attention since patients get the care they deserve.

Advanced Registered Nurse Role as Change Agent

The advanced registered nurse is instrumental in helping health care organizations achieve progressive improvements in quality, safety, workplace climate, and other areas. As change agents, advanced registered nurses possess legitimate power to influence change (Wagner & Udod, 2022). Consequently, they use their power to direct and guide planned change, implying that the change process is initiated and implemented by a skilled individual in nursing theory and practice. Defining attributes of change agents include carrying the vision for change and being responsible for goal setting. Besides, they are skilled problem solvers and influential role models who actively participate in the change process through intentional interventions. These attributes indicate individuals who know the reason for change and how to achieve it.

The advanced registered nurse’s role as a change agent is multidimensional due to the complex nature of change processes. To ensure a seamless change implementation process, the change leader develops the appropriate climate for planned change by influencing attitudes and modifying behaviors (Pozgar, 2023). This climate is achieved by identifying barriers to change, like comfort in the status quo, and identifying strategies to overcome them. The change agent is also involved in introducing new approaches persistently to ensure better outcomes for patients, colleagues, and the organization. Other roles include planning action steps to achieve the desired goal for the change, advocating for best practices to address problems, and performing performance assessments to identify areas for improvement.

Key Interprofessional Stakeholders That Should Be Involved in Change Efforts

Successful change requires a balanced approach that considers the needs and opinions of valuable individuals and groups. Stakeholders are individuals who experience the impact of the change directly; hence, they influence health care decisions (Petkovic et al., 2020). Key internal stakeholders include the leaders and the nursing staff. Their attitudes, active participation, and facilitation of the change processes determine outcomes. Patients are also key stakeholders since they consume health care and deserve high quality and optimal satisfaction. As a result, organizational change should be designed to benefit them. Partners and suppliers are highly affected by the organization’s financial success and look forward to a high-performing organization. Legal advisors should be involved to guide nursing leaders and staff in implementing change that aligns with the established legal and ethical standards.

Appropriate Change Theory or Model That Could Be Used to Achieve Results

Kurt Lewin’s theory of planned change could be used to achieve positive results. According to Lewin, positive organizational change is achieved by overcoming the status quo in three fundamental steps: unfreezing, changing, and refreezing (Barrow et al., 2022). The initial step, unfreezing, is primarily about creating problem awareness to show individuals or groups that change is necessary. A suitable example of unfreezing is educating nurses on the importance of physical relaxation exercises in coping with burnout. The change leader demonstrates issues in-depth to ensure the planned change is understood. Changing involves moving into a new phase of alternative methods. Here, the benefits of change are clear, and the forces that hamper organizational change decrease significantly. Refreezing involves stabilizing the new state to ensure it becomes a habit.

Suitability of Kurt Lewin’s Change Theory

Lewin’s change theory suits the situation due to its effectiveness in complex, adaptive systems like health care. This theory demonstrates organizational change as a transformative process for changing the current situation to something better for individuals, teams, and the industry. Its outcome-driven nature is demonstrated by the change leader’s or manager’s desire to achieve a new state where undesired behaviors do not recur. Lewin also underlined the need to involve individuals or groups in the unfreezing phase to enable them to understand the importance of the proposed change. Such engagement is crucial to ensure nurses understand the recommended intervention for addressing burnout and can sustain the newly acquired state of improved physical and mental health.

Implications of Applying the Change Management Strategies

Change management through Lewin’s approach is characterized by leaders collaborating with employees to address an issue like nurse burnout. The collaborative change management strategy ensures that individuals affected by issues are involved in the process and are adequately educated on it to enhance understanding. As organizational leaders continue to ensure safe and accommodating care environments, they should embrace interventions that do not break any health care law. Change management through the Lewis theory’s approach aligns with this requirement since it is universally accepted and highly recommended in health care. The theory also ensures that change leaders adopt efficient processes that improve productivity. Above all, the desire to improve organizations by addressing issues like nurse burnout aligns with the general goal of political advocacy, which is creating better environments for all people.

Outline for Initiating Change as Advanced Registered Nurse

As a leader of an effective change process, the advanced registered nurse should prevent issues that hampered the previous change. To understand the complexity of the matter and the scope of change, the nurse should first evaluate the severity of the situation (burnout). The next step should be recommending various nurse-centered strategies. As cited by Lee and Cha (2023), these include yoga, mindfulness, physical exercises, and cognitive behavioral therapy. Regarding program design, the change leader ensures nurses’ insights are considered when selecting solutions to ensure they are related to the problem (Van Houwelingen et al., 2024). Such an approach fosters nurses’ engagement, enabling them to implement the recommended solutions without much resistance. As the implementation of the universally agreed solution (change) continues, the advanced registered nurse should evaluate progress and provide support as situations obligate.

Impact to the Organization

Unsuccessful change initiatives imply unmet needs for patients, nurses, and the organization. This is because organizational change seeks to address issues that prevent achieving the desired outcomes. Unmet needs imply an unhealthy workplace for patients and care providers. When an initiative for addressing nurse burnout fails, health management costs increase due to the adverse outcomes of a dissatisfied workforce with low job satisfaction and productivity. To address unsuccessful change, priority areas include change champions communicating with stakeholders and informing them about the outcomes, barriers to success, and better strategies to prevent future setbacks. Change leaders should also explore new evidence-based interventions to address the present problem and seek additional support. The new interventions can be implemented instantly if there is adequate material, human, and financial support.

Additional Factors Driving Organizational Change and Advanced Registered Nurse as Change Agent

Many factors drive organizational change and determine the type and scope of interventions needed to optimize outcomes. One of the leading drivers is organizational culture. Typically, change thrives in organizations with a culture of innovation since they embrace creativity and new ideas (Andersson et al., 2023). Despite the commitment of change leaders such as the advanced registered nurse, resources available in the organization affect the change process. For instance, technological changes would only thrive in organizations with a robust technological infrastructure and supportive culture. Leaders also need to perceive change positively and provide the required support. As cited by Milella et al. (2021), rigid structures with an inverted power structure resist change. Other central factors driving organizational change include the presence of change champions like nurse leaders and the type of social and public health issues the organization encounters must address.

The Advanced Nurse’s Role

The additional factors influencing organizational change present an expanded role for the advanced registered nurse as a change agent. Since successful change requires adequate resources, the advanced registered nurse should continually seek stakeholder support from organizational leaders and other influential individuals. Other roles that ensure new ideas are adopted quickly include engaging in continuous quality improvement, promoting a culture of inquiry, and encouraging innovation. A culture of inquiry is centered on knowledge development to improve procedures and address barriers that hinder innovation (Schmidt et al., 2024). Interprofessional collaboration is integral to successful change since team members share skills and perspectives to address a shared problem like nurse burnout.

Summary

In conclusion, it is crucial to have a recap of the main presentation’s ideas. Organizational change seeks progressive improvements in quality, patient safety, and other critical health care aspects. The situation where change did not go as planned involved implementing a nurse burnout initiative where nurses were not involved in its design. The lack of involvement in the physical relaxation exercise program’s design hampered its adoption. This setback underscores the need for change agents and organizational leaders to include nurses in designing change initiatives as valuable interprofessional team members. For better outcomes of such initiatives, change champions should adopt a phased process guided by Kurt Lewin’s change theory. Above all, continuous leadership in every phase of the change is crucial to encourage change adoption and guide its target consumers effectively.

References

ANA Nursing Resources Hub. (2024). What is burnout? How to prevent it. https://www.nursingworld.org/content-hub/resources/workplace/what-is-nurse-burnout-how-to-prevent-it
Andersson, T., Linnéusson, G., Holmén, M., & Kjellsdotter, A. (2023). Nurturing innovative culture in a healthcare organisation – Lessons from a Swedish case study. Journal of Health Organization and Management, 37(9), 17–33. https://doi.org/10.1108/JHOM-05-2021-0181
Barrow, J. M., Annamaraju, P., & Toney-Butler, T. J. (2022). Change management. National Library of Medicine.
Bulger, J. W. (2024). Bioethics: Passing the boards, providing patient care, and beyond. Oxford University Press, USA.
Lee, M., & Cha, C. (2023). Interventions to reduce burnout among clinical nurses: Systematic review and meta-analysis. Scientific Reports, 13(1), 10971. https://doi.org/10.1038/s41598-023-38169-8
Milella, F., Minelli, E. A., Strozzi, F., & Croce, D. (2021). Change and innovation in healthcare: Findings from literature. ClinicoEconomics and Outcomes Research: CEOR, 13, 395–408. https://doi.org/10.2147/CEOR.S301169
Petkovic, J., Riddle, A., Akl, E. A., Khabsa, J., Lytvyn, L., Atwere, P., … & Tugwell, P. (2020). Protocol for the development of guidance for stakeholder engagement in health and healthcare guideline development and implementation. Systematic Reviews, 9, 1-11. https://doi.org/10.1186/s13643-020-1272-5
Pozgar, G. D. (2023). Legal aspects of health care administration. Jones & Bartlett Learning.
Schmidt, A., Marshall, D., Raso, R., Sintich, M., Poch, N., & Joseph, M. L. (2024). A culture of inquiry: Practice-based knowledge for nurse leaders. The Journal of Nursing Administration, 54(4), 240–246. https://doi.org/10.1097/NNA.0000000000001416
Van Houwelingen, T., Meeuse, A. C., & Kort, H. S. (2024). Enabling nurses’ engagement in the design of healthcare technology–Core competencies and requirements: a qualitative study. International Journal of Nursing Studies Advances, 6, 100170. https://doi.org/10.1016/j.ijnsa.2023.100170
Wagner, J., & Udod, S. A. (2022). 9.2: The nurse leader as change agent. Medicine LibreTexts.