LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability

LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability

Grand Canyon University LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability-Step-By-Step Guide

 

This guide will demonstrate how to complete the LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability 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 LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability                                   

 

Whether one passes or fails an academic assignment such as the Grand Canyon University   LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability 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 LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability                                   

 

The introduction for the Grand Canyon University   LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability 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 LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability                                   

 

After the introduction, move into the main part of the LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability 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 LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability                                   

 

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 LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability                                   

 

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.

Stuck? Let Us Help You

 

Completing assignments can sometimes be overwhelming, especially with the multitude of academic and personal responsibilities you may have. If you find yourself stuck or unsure at any point in the process, don’t hesitate to reach out for professional assistance. Our assignment writing services are designed to help you achieve your academic goals with ease. 

 

Our team of experienced writers is well-versed in academic writing and familiar with the specific requirements of the LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability assignment. We can provide you with personalized support, ensuring your assignment is well-researched, properly formatted, and thoroughly edited. Get a feel of the quality we guarantee – ORDER NOW. 

Assessment Description

You will utilize your change model for this assignment. Review the feedback submitted by your instructor on your previous change model assignment. Make any changes or modifications necessary for the submission of this assignment.

Sample Answer for LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability

I do foresee issues with the proposed implementation of my project, including financial difficulties. My project focuses on the importance of continuous CPR during defibrillation. For many decades the focus of CPR was identified in order of importance; airway, breathing, circulation. Recently the American Heart Association announced that circulation would overtake as the number one priority during cardiopulmonary resuscitation  (American Heart Association., n.d.). This means that early and continuous high quality compressions are seen to improve circulation and perfusion during CPR to help increase patient outcomes. Clark et al., 2019 reports that interruptions in chest compressions greater than 10 seconds have been associated with adverse outcomes: “previous literature has associated shorter peri-shock pause times with greater odds of survival and longest pause during chest compressions with lower odds of survival” (Clark et al.,2019). Getting not only nurses but also physicians  onboard with the new evidence based practice poses a huge barrier in implementation. It is very difficult to change people’s ways of practice, especially if they have been practicing for an extended period of time. This will require a large amount of education and support from leadership and clinical education to encourage the staff to buy-in to this new practice. In addition, the research I collected identified that ECG devices and the LUCUS device were found to be the most beneficial to perform continuous compressions during defibrillation in simulation studies. These devices are extremely expensive and may not be an option, nor an opportunity for small rural community hospitals. In this instance, those small community hospitals will be unable to deliver the most up to date evidence based practice care to patients due to the inability to afford the equipment needed. THis is not just a barrier to the implementation process but also a barrier in providing the most quality care to the patient.

Evaluate the performance of your organization or department. Identify an area that would significantly benefit from initiating a change. Write a paper (1,500-1,750 words) in which you describe the particular area you propose to address through a change initiative. Include the following for your company:

1. Discuss the issues in this area and the current outcomes as a result of the issues.
2. Describe the external and/or internal driving forces, contributing issues, and the people affected.
3. Evaluate the stakeholders involved and discuss how they will be affected by your change initiative.
4. Clarify your role and responsibility as a change leader. Discuss the leadership theory (or theories) you will use to guide the change process.
5. Discuss the change agents you need to recruit in order to successfully implement your change. Describe the roles of these change agents.
6. Utilize your change model to develop strategies: (a) Explain the relevance of this model to your organization; and (b) Present the strategic aspects using your model. Be sure to clearly define the purpose of each aspect, the people involved, and the actions that need to be taken.
7. Identify, or predict, the potential barriers to change. Discuss possible ways to overcome these obstacles, including methods for dealing with emerging or unforeseen circumstances that could impede implementation.
8. Describe the evaluation methods you will use to determine the level of success of your change initiative. Discuss what metrics or measureable determinates you will use.
9. Propose strategies to anchor change or support continuous change.
10. Establish how your change plan supports the organizational mission/goal, genuinely addresses stakeholder concerns, and will serve as an equitable contribution for the community or society overall.

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.

Benchmark Information

This benchmark assignment assesses the following programmatic competencies:

MSL, MBA, MSL in Leadership with an Emphasis in Homeland Security and Emergency Management 1.5

Demonstrate flexibility and adaptability in response to changing or unknown circumstances.

MSL, MSL in Leadership and Homeland Security and Emergency Mgmnt 3.5; MBA and MSN Leadership in Health Care Systems 6.2; MBA and MSL 6.5

Develop strategy for implementing and managing change within an organization.

 

Also Read:  Nova QNT 5160 Quiz 4 2018

Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability – Rubric

Collapse All Benchmark – Change Initiative: Implementation, Evaluation, And Sustainability – RubricCollapse All

The Need for Change

25 points

Criteria Description

The Need for Change

5. Excellent

25 points

The need for change including specifying the issue and the current outcomes resulting from the issue is thoroughly discussed with rich detail, including all necessary elements.

4. Good

21.75 points

The need for change including specifying the issue and the current outcomes resulting from the issue is discussed, including all necessary elements.

3. Satisfactory

19.75 points

The need for change including specifying the issue and the current outcomes resulting from the issue is included, but discussion is cursory and lacking in depth.

2. Less than Satisfactory

18.5 points

The need for change including specifying the issue and the current outcomes resulting from the issue is discussed, but discussion is incomplete or inaccurate.

1. Unsatisfactory

0 points

The need for change including specifying the issue and the current outcomes resulting from the issue is not discussed.

Driving Forces

12.5 points

Criteria Description

Driving Forces

5. Excellent

12.5 points

Description of internal and/or external driving forces, contributing issues, and people affected is thoroughly discussed with rich detail, including all necessary elements.

4. Good

10.88 points

Description of internal and/or external driving forces, contributing issues, and people affected is discussed, including all necessary elements.

3. Satisfactory

9.88 points

Description of internal and/or external driving forces, contributing issues, and people affected is included, but discussion is cursory and lacking in depth.

2. Less than Satisfactory

9.25 points

Description of internal and/or external driving forces, contributing issues, and people affected is incomplete or inaccurate.

1. Unsatisfactory

0 points

Description of internal and/or external driving forces, contributing issues, and people affected is not included.

Stakeholder Evaluation

12.5 points

Criteria Description

Stakeholder Evaluation

5. Excellent

12.5 points

Evaluation of stakeholders and how they will be affected by the change initiative is thoroughly discussed with rich detail, including all necessary elements.

4. Good

10.88 points

Evaluation of stakeholders and how they will be affected by the change initiative is discussed, including all necessary elements.

3. Satisfactory

9.88 points

Evaluation of stakeholders and how they will be affected by the change initiative is included, but discussion is cursory and lacking in depth.

2. Less than Satisfactory

9.25 points

Evaluation of stakeholders and how they will be affected by the change initiative is incomplete or inaccurate.

1. Unsatisfactory

0 points

Evaluation of stakeholders and how they will be affected by the change initiative is not included.

The Role of the Leader in the Change Initiative

25 points

Criteria Description

The Role of the Leader in the Change Initiative

5. Excellent

25 points

The role of the leader in the change initiative is thoroughly presented with rich detail and includes discussion of all necessary elements.

Click here to ORDER an A++ paper from our Verified MASTERS and DOCTORATE WRITERS: LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability

4. Good

21.75 points

The role of the leader in the change initiative is presented and includes discussion of all necessary elements.

3. Satisfactory

19.75 points

The role of the leader in the change initiative is presented, but it is cursory and lacking in depth.

2. Less than Satisfactory

18.5 points

The role of the leader in the change initiative is present, but it is incomplete or inaccurate.

1. Unsatisfactory

0 points

The role of the leader in the change initiative is not addressed.

Change Agents and Roles

25 points

Criteria Description

Change Agents and Roles

5. Excellent

25 points

Discussion of necessary change agents and their respective roles in implementing change is thoroughly discussed with rich detail, including all necessary elements.

4. Good

21.75 points

Discussion of necessary change agents and their respective roles in implementing change is discussed, including all necessary elements.

3. Satisfactory

19.75 points

Discussion of necessary change agents and their respective roles in implementing change is included, but discussion is cursory and lacking in depth.

2. Less than Satisfactory

18.5 points

Discussion of necessary change agents and their respective roles in implementing change is incomplete or inaccurate.

1. Unsatisfactory

0 points

Discussion of necessary change agents and their respective roles in implementing change is not included.

Application of the Change Model to Develop Strategies (B)

25 points

Criteria Description

Application of the Change Model to Develop Strategies Develop strategy for implementing and managing change within an organization. (C 3.5, 6.5)

5. Excellent

25 points

The change model is thoroughly applied with rich detail and the resulting strategies include all necessary elements.

4. Good

21.75 points

The change model is thoroughly applied and the resulting strategies include all necessary elements.

3. Satisfactory

19.75 points

The change model is applied, but the resulting strategies are cursory and lacking in depth.

2. Less than Satisfactory

18.5 points

The change model is applied, but the resulting strategies are incomplete or inaccurate.

1. Unsatisfactory

0 points

The change model is not applied to develop strategies.

Overcoming Barriers to Change (B)

25 points

Criteria Description

Overcoming Barriers to Change Demonstrate flexibility and adaptability in response to changing or unknown circumstances. (C 1.5)

5. Excellent

25 points

Overcoming barriers to change is thoroughly presented with rich detail and includes discussion of all necessary elements.

4. Good

21.75 points

Overcoming barriers to change is presented and includes discussion of all necessary elements.

3. Satisfactory

19.75 points

Overcoming barriers to change is presented, but it is cursory and lacking in depth.

2. Less than Satisfactory

18.5 points

Overcoming barriers to change is presented, but it is incomplete or inaccurate.

1. Unsatisfactory

0 points

Overcoming barriers to change is not addressed.

Evaluation Methods

25 points

Criteria Description

Evaluation Methods

5. Excellent

25 points

Evaluation methods for determining the success of the change initiative are extremely thorough with specific metrics or measurable determinants clearly defined and numerous relevant details.

4. Good

21.75 points

Evaluation methods for determining the success of the change initiative are complete and include specific metrics or measurable determinants and relevant details.

3. Satisfactory

19.75 points

Evaluation methods for determining the success of the change initiative are included but lack specific metrics or measurable determinants and relevant details.

2. Less than Satisfactory

18.5 points

Evaluation methods for determining the success of the change initiative are incomplete or inaccurate.

1. Unsatisfactory

0 points

Evaluation methods for determining the success of the change initiative are not included.

Strategies for Sustaining Change

12.5 points

Criteria Description

Strategies for Sustaining Change

5. Excellent

12.5 points

Strategies for sustaining change are thoroughly presented with rich detail and include discussion of all necessary elements.

4. Good

10.88 points

Strategies for sustaining change are complete and include discussion of all necessary elements.

3. Satisfactory

9.88 points

Strategies for sustaining change are presented, but discussion is cursory and lacking in depth.

2. Less than Satisfactory

9.25 points

Strategies for sustaining change are incomplete or inaccurate.

1. Unsatisfactory

0 points

Strategies for sustaining change are not addressed.

Overall Effectiveness of Change Plan

12.5 points

Criteria Description

Overall Effectiveness of Change Plan

5. Excellent

12.5 points

Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is thoroughly presented with rich detail and includes discussion of all necessary elements.

4. Good

10.88 points

Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is presented and includes discussion of all necessary elements.

3. Satisfactory

9.88 points

Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is cursory and lacking in depth.

2. Less than Satisfactory

9.25 points

Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is incomplete or inaccurate.

1. Unsatisfactory

0 points

Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is not included.

Thesis Development and Purpose

7.5 points

Criteria Description

Thesis Development and Purpose

5. Excellent

7.5 points

Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear.

4. Good

6.53 points

Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose.

3. Satisfactory

5.93 points

Thesis is apparent and appropriate to purpose.

2. Less than Satisfactory

5.55 points

Thesis is insufficiently developed or vague. Purpose is not clear.

1. Unsatisfactory

0 points

Paper lacks any discernible overall purpose or organizing claim.

Argument Logic and Construction

12.5 points

Criteria Description

Argument Logic and Construction

5. Excellent

12.5 points

Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative.

4. Good

10.88 points

Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative.

3. Satisfactory

9.88 points

Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis.

2. Less than Satisfactory

9.25 points

Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility.

1. Unsatisfactory

0 points

Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources.

Mechanics of Writing (includes spelling, punctuation, grammar, and language use)

12.5 points

Criteria Description

Mechanics of Writing (includes spelling, punctuation, grammar, and language use)

5. Excellent

12.5 points

The writer is clearly in command of standard, written, academic English.

4. Good

10.88 points

Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech.

3. Satisfactory

9.88 points

Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed.

2. Less than Satisfactory

9.25 points

Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied.

1. Unsatisfactory

0 points

Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is employed.

Paper Format (use of appropriate style for the major and assignment)

5 points

Criteria Description

Paper Format (use of appropriate style for the major and assignment)

5. Excellent

5 points

All format elements are correct.

4. Good

4.35 points

Appropriate template is fully used. There are virtually no errors in formatting style.

3. Satisfactory

3.95 points

Appropriate template is used. Formatting is correct, although some minor errors may be present.

2. Less than Satisfactory

3.7 points

Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent.

1. Unsatisfactory

0 points

Template is not used appropriately or documentation format is rarely followed correctly.

Documentation of Sources

12.5 points

Criteria Description

Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style)

5. Excellent

12.5 points

Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error.

4. Good

10.88 points

Sources are documented, as appropriate to assignment and style, and format is mostly correct.

3. Satisfactory

9.88 points

Sources are documented, as appropriate to assignment and style, although some formatting errors may be present.

2. Less than Satisfactory

9.25 points

Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors.

1. Unsatisfactory

0 points

Sources are not documented.

Sample Answer 2for LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability

Modern health organizations face a variety of difficulties that jeopardize their effectiveness. The use of new technology that will improve the caliber, safety, and effectiveness of operations is one of them. Other service providers’ competitiveness is another aspect of it. Maintaining a workforce presents difficulties for health organizations as well. It is acknowledged that ineffective personnel management raises the administrative costs related to recruiting new staff. Therefore, it is crucial that they identify powerful tactics that will increase their operational effectiveness and their ability to offer their customers high-quality services. As a result, this essay looks at a part of my business that will gain a lot from the start of change. In order to address the problem of low nurse retention in the hospital, the suggested adjustment comprises the provision of programs that aim to promote employee growth.

Issues in the Region and Results

Human resource management has been a problem at the hospital where I work. Most nurses leave the hospital after a year, according to a recent audit that was carried out. It was discovered that a tiny number of nurses had worked at the hospital for longer than three years. The approaches used to promote the retention of nurses in the hospital were found to be ineffective after an investigation into the variables causing their low retention. For instance, actions that benefit nurses do not often take into account the findings of performance reviews. Additionally, the nurses are not given chances to advance their professional and personal development. In order to encourage these employees, reward packages are occasionally used. The hospital has had to spend a lot of money on hiring, training, orienting, and inducting new nurses as a result of these inefficiencies, which have also led to a high rate of staff turnover within the first year of employment, a reduction in the quality of care, and high employee turnover rates (Hughes, 2019).

Therefore, it is crucial that sensible measures be taken to overcome this organizational problem.
forces both internal and external Driving Factors and Those Affected Internal and external pressures are said to have an impact on the problem of low employee retention within the first year of employment at the hospital. External forces are outside the institution, whilst internal forces are those present within the organization. Dissatisfaction among the staff is one of the internal elements causing the problem. Workplace environments that support employees’ personal and professional growth are necessary. These terms could include opportunities for job promotion, pay raises, and training to keep them current on issues that are relevant to their line of work (Hughes, 2019). The rate of worker turnover within the first year of employment has grown as a result of the absence or subpar implementation of these conditions. Ineffective human resources management is the other internal factor contributing to the low staff retention rate during the first year of employment. The hospital’s human resources division should determine the best strategies for resolving the problem. Management inefficiencies are the other internal driving driver. Identification of evidence-based treatments to address the problem should involve the management. Competition is one of the outside forces influencing the problem. The majority of hospitals offer nurses and other healthcare professionals attractive compensation packages to entice them away from the facility. The workforce’s evolving requirements in nursing is the other factor. The hospital should determine the current and anticipated requirements of the nurses and develop strategies for meeting them (Pasmore, 2015). Stakeholders including nurses, other healthcare practitioners, nurse managers, and patients are impacted by the problem of low nurse retention during their first year of work.

Stakeholders Involved and How the Change Initiative Will Affect Them

A variety of hospital stakeholders will be impacted by the proposed change. According to Hodges (2016), personnel who will be directly involved in or influenced by the change being implemented are stakeholders. They decide how a change agent will be embraced within an organization. In order to ensure that there is no opposition from them while adopting the change in their practice, effective interventions must be designed. The nurses, patients, and hospital administration will all be involved as stakeholders in this instance. The move will be advantageous to the nurses. They will be given chances to advance their careers, including training, enticing compensation, and secure working conditions. The patients are another stakeholder who will be impacted by the shift. Because of the nurses’ increased motivation, the patients will receive high-quality services. The shift will have an impact on hospital management as well. It will need to identify practical strategies for maintaining the transformation. It will also need to develop a successful management strategy to guarantee the change’s sustainability. The adjustment will have a variety of effects on the aforementioned stakeholders. The quality of care provided to patients would improve, as was previously stated. A decrease in hospital mortality rates will result from this. The proposed modification aims to guarantee that the nurses are given opportunity to improve their retention rates. It is therefore anticipated that the modification will greatly increase their level of motivation (Hodges, 2016). The hospital’s administration will need to make sure that the resources already in place are used to accomplish the desired organizational results.

Theory of Leadership: Roles, Responsibilities, and I’ll be serving in the capacities of assessor, planner, implementer, disseminator, and coordinator for the suggested change. In order to support the plan, I will evaluate the current organizational structures and the need for change. In order for the transformation to be successful, I will also collaborate with other stakeholders to identify the tactics that must be adopted. I will help decide what resources should be employed in the procedure. I shall also take the lead in putting the chosen tactics into action. By giving the implementers the knowledge they require, I will also serve as a project’s disseminator. Finally, I’ll serve as a coordinator for putting the adjustment into practice. To accomplish the objectives of the reform, I will see to it that the resources allotted are used effectively. In order to accomplish the change, I’ll use Kurt Lewin’s theory of change. According to the notion, change happens in three stages: unfreezing, change, and refreezing. The initial phase is concerned with raising awareness of the necessity for change inside the company. In this phase, I will help the management and nurses identify the problem. The second stage of change is when the required interventions are put into place to support change. Refreezing is the final phase, during which I’ll put sustainability plans into place to make sure that change is ingrained in the organization’s culture (Mendy, 2018).

The Function of Change Agents

The change agents in charge of guiding the adoption of the suggested change will be the hospital managers. The agents will take up roles in training, research, and consulting. The managers will serve as advisors in the change’s implementation by giving the implementers the data they need to complete the project successfully. Additionally, they support the implementers in problem-solving by analyzing the evidence that is accessible. The managers will serve as both managers and trainers. They will assist the change’s implementers in comprehending how to use the data to make the change happen. They will assist them in determining their course of action based on the organizational facts gathered. Last but not least, the management will perform research (Hughes, 2019). The adopters will receive training on the abilities required for efficient change implementation. They will also make use of the finest available data to develop evaluation techniques for the project.

The earlier-developed change model concentrates on bringing about change while taking a number of steps into account. In addition to commitment, implementation, monitoring, and evaluation, they also comprise assessment, awareness-building, and knowledge-building. They also include maintaining the change. The leaders of the transformation identify the needs of the organization in the first step, which is assessment. To determine an organization’s strengths, weaknesses, dangers, and opportunities, an organizational assessment is conducted. In this step, the causes of the low nurse retention rate in the first year of employment will be evaluated. The second step is awareness-building, during which the management and change implementers are given the information gathered during the assessment stage.

They are informed of the problem the organization is facing and the requirement for the change. Building knowledge and commitment is the third step in the transformation model. The determination of the tactics that ought to be used to address the problem involves the stakeholders. Additionally, sufficient information on how to handle the change is given to the implementers. To guarantee that the change implementers have the necessary knowledge and abilities, assistance in the form of training may be given. The fourth step is implementation, which entails putting all of the problem-solving solutions to use. Since the management makes sure that the strategies and resources are used effectively, the implementation phase happens concurrently with monitoring. In the fifth step, evaluation, the change agents decide whether or not the change’s objectives were met. The data required at this level is provided using outcome and process measures (Pasmore, 2015). When it is determined that the modification is working, efforts to maintain it are considered. The change agents put into action strategies to maintain the change, including the opening of lines of communication, awarding excellence, and coaching.

Potential Obstacles and Strategies to Get Around Them

One of the potential obstacles to implementing the suggested adjustment is resistance to change. It could be linked to elements like implementers’ fear, ignorance, and incomplete knowledge. By educating the implementers, utilizing open lines of communication, and including them in all change-related activities, the difficulty will be overcome. Lack of support from the hospital is the other major obstacle. This can be because there aren’t enough funds to put it into action. By coordinating the change with the hospital’s objective, the problem will be solved. The stakeholders’ unwillingness to take part in the implementation of the change is the final potential obstacle (Pasmore, 2015). By ensuring that everyone of them has a part to play in the implementation process, the problem will be resolved. By continuously monitoring the implementation process and giving regular input to the stakeholders, unexpected incidents would be prevented. The ability to closely monitor will allow for the early detection and treatment of possible problems.

Methods of Evaluation

The effectiveness of the suggested modification will be assessed using process and outcome measures. If the change’s pre-established goals were accomplished or not will depend on the outcome metrics. One year after the modification has been implemented, the turnover rate of nurses will also be calculated. The use of additional outcome metrics, such as patient perceptions of the quality of the care received, organizational operational expenses, and nurse job satisfaction with the change’s implementation, will also be made. Additionally, process metrics will be utilized to assess the change (Hughes, 2018). The nature of change implementation will be the main topic of discussion. This will require determining stakeholder participation, overcoming obstacles to strategy execution, and utilizing the allocated resources. A process will be deemed successful if the resources allotted are used efficiently, stakeholders are actively involved, and there are few obstacles encountered throughout execution.
Methods to Support Constant Change
Creating standards and policies that the organization should follow is one technique to encourage ongoing development in the planned project. The organizational procedures the human resources department uses to promote employee development should include the following. The second tactic is integrating change management tactics into organizational culture. By doing so, they will become a part of the practices and habits of the organization. Rewarding performance is the final intervention (Hughes, 2018). To ensure continuous change and its tactics, incentives will be given on a regular basis. Hodges (2016) suggests using regular feedback systems within the organization as the alternative method. The personnel should receive regular feedback on their accomplishments and areas for improvement. Adopting open frameworks for communication is the other intervention. The various organizational stakeholders should be free to communicate with one another. This will shed light on how change and continual improvement are implemented.

How the Change Plan Addresses Stakeholder Concerns, the Organization’s Mission, and Equity in the Society
Our hospital’s goal is to promote healthcare that is effective, efficient, and affordable. The resolution of this mission is hampered by the recognized problem, though. By assuring employee retention and cost-effective healthcare operations, the proposed adjustment helps the organization fulfill its objective. Retaining workers through the suggested intervention will raise the standard and safety of patient care (Pasmore, 2015). The modification also tackles problems that affect hospital patients, management, and other stakeholders including nurses. Social fairness is anticipated as a result of the reform, which is projected to improve patient and societal health outcomes.

Conclusion

Utilizing methods that encourage employee growth, the proposed reform aims to address the problem of low nurse retention in the hospital. Employee appreciation and the availability of chances that foster staff professional and personal growth are interventions that should be implemented. Several organization stakeholders will be impacted by the change. Therefore, before the change is implemented, interventions to address any impediments should be created.

References

J. Hodges (2016). The theory and practice of sustaining change via people is called managing and leading people through organizational transformation. Publishers Kogan Page.
M. Hughes (2019). Organizational change management and leadership. Routledge, New York, NY.
J. Mendy (2018). College-level instruction in organizational behavior and human resources.
W. A. Pasmore (2015). Navigating turmoil in the real world while leading continual change. Berrett-Koehler Publishers, Oakland, California. Business Science Reference, Hershey.

Sample Answer 3 for LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability

Healthcare facilities require change based on patient needs and demands to remain sustainable and profitable in the long term. The use of evidence-based practice (EBP) in various units of a hospital facility improves service provision and quality of care. Health care professionals should deploy effective EBP models to initiate, implement, evaluate and sustain change initiatives (Halter et al., 2017). Internal organizational change leads to improved processes that enhance efficiency and better service delivery. Nurse shortage remains a core challenge of care provision and high nurse-patient ratios leads to high turnover. Addressing high turnover rate at a hospital facility is essential and forms the basis of this assignment (Burke, 2017). Tackling high turnover rate is essential in ensuring that the hospital attains the recommended ratio by the American Nurses Association. This paper focuses on the implementation, evaluation and sustenance of nurse turnover change initiative in a medical-surgical unit of a major urban health facility.

Issue and Present Outcomes as a Result

High nurse turnover rates remain a critical issue for the rapidly changing health human resource needs for many contemporary health organizations. The emergence of Coronavirus disease of 2019 (COVID-19) pandemic, an aging population, and other health indicators like the opioid crisis and the diverse population place more demand on healthcare system and resources. Imperatively, hospital human resource personnel and administrators must develop strategies to address the issue and ensure optimal care delivery occurs in their facilities. Nurse turnover affects the quality of care as it leads to disruptions in service provision and operations. The current facility has suffered the effects of a high nurse turnover as illustrated by its high nurse to patient ration in its medical-surgical unit. Due to the high turnover rate at the unit, there is a high risk for mortality and poor outcomes. The unit also experience increased lengths of stay for patients than other units in the facility.

The high turnover rates at the unit increases the cost of care for patients, their families and even the facility. Studies are categorical that high turnover rates lead to increased cost of operations and care provision attributed to the cost of recruiting, hiring, and training new nurses requires in the unit (Tang & Hudson, 2019; Halter et al., 2017). Further, the unit also experiences staffing issues, which comprise the level of quality care offered to patients. The unit lacks trained and experiences nurses and an imbalance among the remaining and ned nurses, which exacerbates the problem of nurse shortage. The staffing issues results to challenges in scheduling nurses aby nurse managers. The implication is that many have to work overtime leading to reduced morale and motivation, performance and overall quality of care provided.

Driving Forces: External and Internal

The leading or driving forces attributed to the high nurse turnover comprise of a range of issues that are both internal and external. Internal forces include insufficient leadership and managerial support from nurse leadership. In their study, Scruth et al. (2018) assert that organizational aspects like poor leadership plays a critical role mitigating nurse turnover. Nurse leaders should possess skills and attributes that enable them to motivate nurses. The high turnover at the unit increases nurses’ work and makes them susceptible to medication administration errors, burnouts, and poor performance. The unit also has few career advancement and development opportunities. Nurses need continuing education and training to improve their skills and performance. As they advance their careers in healthcare, they need to be motivated and given opportunities to grow and become better nurses.

External driving forces include the labor economy, which may not favor certain medical units and even facilities in general due to limited resources. Lack of existing frameworks to mandate the number of patients that a nurse should serve also exacerbates the situation (Halter et al., 2017). The third external force driving the high turnover rate is competition from other facilities that offer better terms that include incentives, friendly-policies on nurse workload and sufficient staffing levels. These factors attract the nurses to join the organizations and leave the facility.

High nurse turnover rates have a direct effect on the remaining workforce and patients. The remaining nurses get more work and have to work overtime to serve patients. for instance, they have to work threefold due to understaffing which leads to burnouts. Overtime leads to burnouts and potential occurrence of adverse events like medication errors. Patients suffer as the quality of service provided declines. The effect of nurse turnover on quality aspects has negative impact on patient satisfaction, quality outcomes, and accessibility to required interventions to treat their conditions at the facility.

Evaluation of Stakeholders

The implementation of this change initiative will involve several stakeholders; both within and outside the unit and the facility. Stakeholders are a critical part of change implementation and their involvement is critical as the project or initiative will affect them in different ways. The involved stakeholders include the medical-surgical unit nurses, nurse managers and supervisor (Cimiotti et al., 2019). The initiative’s other stakeholders include the organizational management, physicians and other health providers like laboratory technicians, and pharmacists. The organization’s management and leaders are also stakeholders who will be impacted by the initiative. The nurses in this initiative will be impacted as it means that there will be more workforce to address the issue of workload. The change initiative will affect the management as it will implore them to allocate more resources for the project.

The external stakeholders will comprise mainly of patients getting services at the facility and their families, the community members and state and federal agencies in healthcare industry. The stakeholders will also include industry players like project managers who may be hired to initiate the change. Patients will be affected as it implies that they get better care through the change initiative.

Role of Change Leaders

Nurse leaders are change agents who advocate for and lead the implementation of new ways of doing things to enhance care delivery through improves working conditions for nurses on the floor. In this change initiative, the nurse leader plays a critical role in execution of improved interpersonal interactions with nurses during orientation and their hiring. The nurse leader will also ensure that there is effective communication about the changes to attain acceptance and reduce potential resistance. The change initiative should align with organizational objectives. The nurse leader will also ensure that new nurses in the unit will embrace the organizational culture and the effects of change initiative. The implication is that the nurse leader will ascertain the implementation of different aspects of the change initiative.

The leadership theory or model that would guide the change process is the transformational theory. Under this model, the nurse leader as a change agent will motivate the new and current nurses to have a transformational approach and enforce changes through effective collaboration. The nurse leader will delegate and involve the nurses through asking for their opinions on the best way to implement the new practices to address the issue of high turnover (Al-Tahitah et al., 2018). Transformational leaders seek the best in others and focus on a teamwork approach. Therefore, through motivation, the nurse leader will sustain the change initiative for better outcomes.

Role of Change Agents

Change agents play fundamental roles in managing and initiating the change process. Consequently, their identification and clear outline of their roles is an essential aspect of a change initiative. The critical change agent in this initiative will be the medical-unit nurse manager who will advocate for the project. The nurse manager’s role as a change agent will entail demonstrating a commitment to the goals of the project and influencing others to be involved (Halter et al., 2017). The chief accounting and financial officer will support the project as part of the management with the role of allocating resources. These change agents will also convince the management by presenting the business cased for the change initiative. The other change agent will be the quality improvement consultant whose role will entail convincing the management about the effect of the initiative on patient quality. The project’s other change agent will be a nurse who will advocate the issue and convince her colleagues about the essence of the project and communicate the objectives to them.

Use of EBP Model to Develop Strategies

The change initiative aimed at addressing nurse turnover rates will use Johns Hopkins evidence-based practice model. The use of this change model happens because of its premise that focuses on effective implementation of evidence-based interventions. The model entails a problem-solving approach to clinical decision-making and incorporates user-friendly tools to offer guidance to individuals or groups using it. The model is designed to meet practicing nurse needs based on its three-step process, PET: practice question, evidence, and translation (Dang et al., 2021). The model ensures that most current research evidence and findings and best practice are fast and appropriately used to solve patient care related issues.

Practice question focuses on the issue at hand; high nurse turnover rates while evidence means that the medical-surgical unit should deploy known practical approaches like increasing the number of hired nurses in the facility to address the turnover rate (Ryan et al., 2017). Individuals involved at this stage include nurse managers, leaders and nurse advocates who can influence different aspects of care delivery within the organization. Translation implies that when implementing the changes, all involved should understand the core aspects of the project and its benefits. Nurses require sufficient education on the effects of having better ways to manage the situation to tackle nurse turnover rates.

Barriers to Change

Effective and successful change initiative will rely on stakeholder support as demonstrated from leadership, management and personnel in the organization. Possible barriers will include insufficient leadership support, and limited resource allocation from the management. Ineffective communication will also affect the initiative and potential resistance to change from the management. Addressing these issues will require effective communication through better strategies to communicate the changes and their importance (Tang & Hudson, 2019). The change advocates should also lobby for resources and champion the change as essential to better care delivery. Monitoring the implementation process will enable the change initiative team to address the unforeseen issues and ensure that they attain support and acceptance to mitigate any resistance.

Evaluation Methods

The evaluation of the change initiative will focus on quality measures and enhancement of nurses’ wellbeing and welfare. A significant aspect of the success of the change initiative will be outcome measures. For instance, a reduction in number of working hours and overtime, reduced mortality rates and reduced medication error would demonstrate the positive effects of the initiative (Nelson‐Brantley et al., 2017). Further, parameters like improved financial position of the unit, reduced rate of turnover and better nurse to patient ratio will demonstrate the effectiveness of the initiative and its quality outcomes. The evaluation of these changes will be based on comparative data and information before and after the implementation of this initiative.

Strategies to Sustain the Change

The initiative will entail using national models like The National Health Services Sustainability Model. The team will identify potential threats to the project using this model and adopt tools like process control boards, performance boards and improvement hurdles to sustain the change in the unit. Process control and performance board will assist in reviewing the project while standard work will communicate the best practices to nurses supported by the facility due to the change initiative (Kodama & Fukahori, 2017). Improvement hurdles will ensure that leaders and nurses meet regularly to enhance interpersonal communication.

Overall Effectiveness of the Change Initiative

The mission statement of this facility is improved quality care to patients and better access. The reduction of turnover rate of nurses is effective as it will enhance quality care and aligns with the overall mission and goals of the organization. The change initiative tackles stakeholder concerns by ascertaining that patient satisfaction will improve and more clients will come to the facility. Patients and community will benefit from better and quality service delivery through the implementation of the change initiative. The change initiative will also ensure that more people access the facility as they will have nurses to attend to them.

Conclusion

The implementation, evaluation and sustainability of change initiatives in quality care delivery is critical to overall attainment of health care organization’s goals. The change initiative to address high nurse turnover in the medical-surgical unit in this urban hospital is critical to improving care delivery. Therefore, nurse leaders and nurses, management and change advocates should embrace the initiative to enhance care delivery.

References

Al-Tahitah, A., Muthaliff, M. M. A., Abdulrab, M., & Al-Maamari, Q. A. (2018). Paper Review

on the Relationship Between Transformational Leadership and Readiness for Change. International Journal of Energy Policy and Management, 3(1), 1-7.

Burke, W. W. (2017). Organization Change: Theory and Practice. Thousand Oaks, CA: SAGE

Publications

Cimiotti, J. P., Li, Y., Sloane, D. M., Barnes, H., Brom, H. M., & Aiken, L. H. (2019).

Regulation of the nurse practitioner workforce: Implications for care across settings. Journal of Nursing Regulation, 10(2), 31-37. doi: 10.1016/s2155-8256(19)30113-9.

Dang, D., Dearholt, S. L., Bissett, K., Ascenzi, J., & Whalen, M. (2021). Johns Hopkins

Evidence-Based Practice for Nurses and Healthcare Professionals: Model and Guidelines. Sigma Theta Tau.

Halter, M., Pelone, F., Boiko, O., Beighton, C., Harris, R., Gale, J., … & Drennan, V. (2017).

Interventions to reduce adult nursing turnover: A systematic review of systematic reviews. The open nursing journal, 11, 108. doi: 10.2174/1874434601711010108.

Kodama, Y., & Fukahori, H. (2017). Nurse managers’ attributes to promote change in their

wards: A qualitative study. Nursing open, 4(4), 209-217. doi: 10.1002/nop2.87

Leslie, L. M. (2019). Diversity initiative effectiveness: A typological theory of unintended

consequences. Academy of Management Review, 44(3), 538-563. https://doi.org/10.5465/amr.2017.0087

Nelson‐Brantley, H. V., & Ford, D. J. (2017). Leading change: a concept analysis. Journal of

            advanced nursing, 73(4), 834-846. doi: 10.1111/jan.13223.

Scruth, E. A., Garcia, S., & Buchner, L. (2018). Work life quality, healthy work environments,

and nurse retention. Clinical Nurse Specialist, 32(3), 111-113.

doi: 10.1097/NUR.0000000000000376.

Ryan, P. L., Mamaril, M., Shope, B., Rodriguez, J., Garey, T., Obedoza, L., … & Morse, E.

(2017). The Johns Hopkins evidence based practice (EBP) model: Learning the process and appraising the evidence. Journal of Paranesthesia Nursing, 32(4), e29-e30.

Tang, J. H., & Hudson, P. (2019). Evidence-based practice guideline: Nurse retention for nurse

managers. Journal of gerontological nursing, 45(11), 11-19.

doi: 10.3928/00989134-20191011-03.