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LDR 615 Topic 8 DQ 1 Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees

LDR 615 Topic 8 DQ 1 Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees

LDR 615 Topic 8 DQ 1

Consider an organization in your field or industry. Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees. Describe three factors to consider when making sure that the changes made become permanently imbedded in the organization’s culture.

Successful change within an organization happens when there is a clear vision from transparent leaders, inclusive decision making, clear and effective communication, employee support, and a positive culture. There are multiple elements an organization can consider to ensure that change is embedded in the culture. Kotter and Cohen (2002) encourage utilizing the new employee orientation process to share the vision and dedication the organization has for recruits, making sure there is continuity of behavior as well as reslts to help cultures grow consistently, and sharing stories again and again about what the organization does and why it succeeds.

A successful process implemented in my healthcare organization is the daily huddles. These team huddles are attended by all leaders Monday through Friday to share what is going well, what gaps in care are identified, resources needed, and upcoming changes or initiatives to be shared with each team leader. Set aside each morning at 9 a.m., this time provides space to share best practices, concerns, and solutions with all team members caring about change. Huddles are also occurring on units prior to the start of each shift. These are called safety huddles to ensure that the team is aware of any unit concerns at the beginning of each shift with a consistent message.

Healthcare today consistently changes due to advancing technology and staffing barriers. Continuous change can create challenges, frustration, and burnout for front line staff caring for patients. Solutions that organizations could offer to support staff to help reduce burnout include the following evidence-based recommendations by Gabriel and Aguinis (2022) are listed below:

  • Providing stress management interventions such as cognitive-behavioral training and mindfulness meditation groups
  • Allow employees to be active crafters by allowing autonomy and flexibility and offering professional development opportunities.
  • Encourage social support by creating an environment of trust and provide crisis management.
  • Engage employees in decision-making through transparency and good communication.
  • Implement high-quality performance management by providing timely strengths-based feedback, connecting performance to financial and non-financial rewards, and implementing fair and equitable performance management.

 

References:

Gabriel, K. P., & Aguinis, H. (2002). How to prevent and combat employee burnout and create healthier workplaces during crisis and beyond. Business Horizons, 65(2), 183-192. https://doi-org.lopes.idm.oclc.org/10.1016/j.bushor.2021.02.037

 

Kotter, P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Press.

Hi class,

In order to make successful change within any organization there are many different key factors to think about. For the digital marketing field, change happens a lot and happens quickly. The systems that are necessary in order to facilitate continuous change include making the entire leadership team is a role model for the change, looking at how the change can/will impact the employees, and making sure the change is fully submerged within the entire company and not just one portion. This last point is important, as a leadership team you don’t want to put the change all on one singular person or department because that is where the burnout and quality of work will decrease. These three factors will include everyone but also make the leadership team be a group that other employees can look up to and model in order for continuous change to happen.

Also Read:  NSG 4055- Week 4 discussion

Harshak, A., Aguirre, D., & Brown, A. (2010, December 10). Making Change Happen, and Making It Stick. Retrieved from: https://www.strategy-business.com/article/00057

Class,

For this discussion I want to use the industry Im most familiar with, law enforcement. In Police1, a popular police based publication, the utilize this method to change as a means to preform effective change with little negative issues, like burnout or toxic attitude.

  1. Identify Changes Needed and Create Urgency for the Change

What internal and external factors might impact the success of transformational change at your organization? Keeping these factors in mind, generate a list with your team of the most pressing changes needed, then conduct a SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) to help determine what your strategic plan should address. Then narrow down your list of goals depending on how complex you want the change effort to be.

  1. DETERMINE THE FUTURE DESIRED STATE

Conversations for the future desired state naturally occur in the first step. However, your projected outcomes become more targeted as you discuss and plan specific strategies.

This is where the importance of mapping out your plan comes into play, such as determining who is in charge of what strategies, creating deadlines for completion of the work involved, reviewing how and when your plan will be implemented, and details of the revaluation process.

  1. GENERATE BUY-IN AND COMMITMENT

Reflecting upon the TCP at the Marina Police Department, I found this step to be the most crucial. The project leadership team stepped up and raised their standards of excellence as they actively embraced personal and professional improvements together.

As such, peer accountability, trust, teamwork, open communication and active listening quickly became the tenets of a revitalized leadership team, and the entire organization began to benefit from this early shift in culture months before the TCP officially launched.

  1. Action and implementation

This step involves completing predetermined tasks for each of the goals created to ensure the strategies are completed and in place by the official start date and then implementing the changes.

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  1. Evaluate, reconstruct and begin the next phase of transformational change

The positive results of the TCP as indicated by the members of the police department through various forms of revaluation data, such as interviews and surveys, were very encouraging.

The main department-wide survey was an anonymous, internal electronic survey that was sent to all sworn and non-sworn personnel before the start of this project. As a result of this first survey, the data gathered revealed that employee satisfaction was rated at only 29% positive within the department. Ten months later, the same survey was sent out again and employee satisfaction had been elevated to a 63% positive rating! (Widener, 2020)

Resource:

Widener, A. (2020, September 1). 5 steps to begin leading transformational change in your agency. Police1. Retrieved November 28, 2021, from https://www.police1.com/chiefs-sheriffs/articles/5-steps-to-begin-leading-transformational-change-in-your-agency-tKAz4KxzZNYB9Ovt/

Replies

For this discussion question, I would consider the contracting field. Many individuals are drawn to contracting because of the money. Contracting has changed drastically over the years. From personal experiences, I have learned that contactors get paid more at the height of a war. The Department of Defense and other governmental agencies utilize this tactic to recruit employees, but many followers forget that they can be placed in an austere environment with limited resources/ essentials. While oversees, many individuals may become ill due to poor living conditions and working with other nationalities with different hygienic beliefs. Due to these changes, the military, DoD and other agencies provides essentials in care packages, fresh food rations including MREs (meals ready to eat), housing and security on ground (military and contactors). Another variable that is critical is rest and relaxation also known as R&R. About two years ago, I had a fellow employee who did not take R&R in over two years because he wanted to save his money to purchase a property. Our supervisor noticed a major different in his attitude, tardiness, the employee almost hitting another coworker while driving. The gentleman got sleepy while driving. Due to this, there was a mandatory change to the contract; everyone had taken R&R every three months or be terminated. The DoD took matters like these seriously to avoid major lawsuits. After a few months, a report was sent out stating there was less burnouts and individuals were more motivated to work. Social interaction and the support of friends provides a welcome change of pace and can help us “recharge.” Another change was leaders were held responsible to make sure their followers go on timely R&Rs no matter the mission. The third change was leaders being terminated if they took shortcuts.

Reference

Recognize and prevent burnout (n.d). Recognize and Rise. Retrieved from:

Burnout

Great and informative post. I too have

experience in working, or over working to achieve a goal, like buying a vehicle in my

case I also noticed how this made me angrier, more tired and irritable, and

less approachable. My issues culminate in me wrecking my patrol vehicle in the

back of a vehicle parked on the hi way. After this i learned to take my rest

time. While i resented this at first due to habit and lost wage opportunities,

I learned to accept and respect this as it made me much happier and gave me

things money could not buy.

 

Continuous change is essential as it allows organizations to improve processes and quality of care offered to patients through the integration of best practices and evidence-based approaches. Essential systems necessary in facilitating continuous change should not compromise systems but instead encourage employees and other stakeholders to invest in such undertakings. In this case, these systems include change management model that are effective in planning, implementation, and monitoring new processes and activities within the organization (Borkowski et al., 2020). The change management system should integrate processes to identify the need for change, evaluate the effects of change and create a change plan as well as communicate and train employees about the change. The second aspect is having quality management system to ensure that the quality of services and products is not compromised during the transition or change period. These include quality planning, quality control and assurance and quality improvement (Errida et al., 2021). For instance, quality improvement in healthcare ensures that providers like nurses can implement EBP interventions to attain better patient outcomes. The third system is the employee support system that encourages employees during the change process to prevent burnout (White et al., 2019). These system entail training, counseling and offering resources for easy adoption to changes in the organization.

Making changes permanently embedded in the organizational culture is important to improving the overall change implementation process. The three critical factors to consider in attaining this include engagement and involvement of employees, developing and emphasizing a learning environment where providers yearn for new practices that can improve care provision and having reinforcement approaches based on the adoption of an effective leadership style like transformational or servant leadership approach (González‐García, et al., 2021). These approaches ensure that change occurs seamlessly in an organization for better patient outcomes and integration of best practices based on evidence.

References

Borkowski, N., & Meese, K. A. (2020). Organizational behavior in health care. Jones & Bartlett

Learning.

Errida, A., & Lotfi, B. (2021). The determinants of organizational change management success:

Literature review and case study. International Journal of Engineering Business Management, 13, 18479790211016273. https://doi.org/10.1177/18479790211016273

González‐García, A., Pinto‐Carral, A., Pérez‐González, S., & Marqués‐Sánchez, P. (2021).

Nurse managers’ competencies: A scoping review. Journal of nursing management, 29(6), 1410-1419. DOI: 10.1111/jonm.13380.

White, K. M., Dudley-Brown, S., & Terhaar, M. F. (Eds.). (2019). Translation of evidence into

            nursing and healthcare. Springer Publishing Company.