NSG 3039 Week 2 Discussion Latest Implementing Change

NSG 3039 Week 2 Discussion Latest Implementing Change

Topic 1

Change is a common aspect the nurses and other healthcare providers encounter in their practice. I have positive experience with change in my work life. The change was the introduction of new technology for use in my previous workplace. The introduction of the technology was done with the aim of improving the efficiency in the workplace. The technology would have led to elimination of task duplication as well as redundancies. The introduction of change faced considerable resistance from the staffs. The resistance was attributed to the fear of the unknown outcomes of the change, the existing status quo, and lack of knowledge and skills on the use of the technology innovation. The management was responsive in addressing the resistance. Firstly, it trained the staffs on the use of the technology. It also involved them in all the aspects of the change. Open communication was encouraged to ensure that the concerns of the staffs were addressed (Tappen et al., 2017). In the end, the change was successfully implemented in practice.

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I believe the change experience was good for me. Firstly, we were prepared adequately for the change. We were also provided with the resources that we needed to implement the change successfully. There was adequate participation from the change team. The change also aligned with the experiences of implementing change. For example, the management ensured that the implementers of the change were facilitated for the process. The facilitation could be seen from the provision of training opportunities and open communication to ensure that the needs of the implementers were addressed. There was also active participation of the implementers, w

NSG 3039 Week 2 Discussion Latest Implementing Change

NSG 3039 Week 2 Discussion Latest Implementing Change

hich ensured that they had the knowledge and skills that were needed for the successful implementation of the change (Sharma et al., 2018). Therefore, the change initiative aligned with the practices of implementing change.

NSG 3039 Week 2 Discussion Latest Implementing Change References

Sharma, N., Herrnschmidt, J., Claes, V., Bachnick, S., Geest, S. D., & Simon, M. (2018). Organizational readiness for implementing change in acute care hospitals: An analysis of a cross-sectional, multicentre study. Journal of Advanced Nursing, 74(12), 2798–2808. https://doi.org/10.1111/jan.13801

Tappen, R. M., Wolf, D. G., Rahemi, Z., Engstrom, G., Rojido, C., Shutes, J. M., & Ouslander, J. G. (2017). Barriers and Facilitators to Implementing a Change Initiative in Long-Term Care Utilizing the INTERACTTM Quality Improvement Program. The Health Care Manager, 36(3), 219–230. https://doi.org/10.1097/HCM.0000000000000168

Intelligence is at the core of modern organizational practices, especially in the healthcare industry. This trend has ushered in a new era of patient-centric healthcare delivery. In attempt to tap from such a progressive phenomenon, our organization decided to integrate a Telehealth System into our clinical operations. This change was to be implemented progressively since telehealth is an inexhaustible concept. Our initial stage of the digitization process involved the installation of dispensing cabinets, patient portals, teleconferencing software, and data analytics tools. Success in these initiatives would then inspire the organization to include other innovations for the second phase. Unfortunately, this program failed to achieve the desired outcomes due to fragmentations in the system. Our inspectors found that the lack of synchrony in processes implemented in and data generated from each solution was a major cause of failure. Such was the case as practitioners at the direct care level lacked sufficient insight on relevant matters during the implementation process.

When reflecting on the value of information systems on organizational processes and outcomes, it is fair to assert that this project was worth the effort. First and foremost, such systems improve decision-making processes of different stakeholders including physicians, patients, specialists, nurses, and management (Dorsey & Topol, 2016). Information systems promote informed decision-making by connecting people in networks where valuable information and feedback are transferred to relevant recipients. For instance, patient portals allowed patients to access information on their health while a teleconferencing network allowed them to communicate one-on-one with patients. When placed into perspective, such a system also allows practitioners to manage their time effectively. The fact that a practitioner can hold teleconferencing sessions with multiple clients within a short period, or even, a telemedicine cabinet relieves clinical pharmacists off their redundant duties proves the belief that telehealth reduces the costs of care (Dorsey & Topol, 2016). Such a bold claim is inspired by the fact that human resource costs go down when technology allows practitioners to handle an increased number of patients. Patients’ ability to access care remotely also reduces the financial weight of clinical processes. When the financial burden of care reduce due to convenient solutions such as remote portals, patients are highly likely to adhere to clinical interventions.

The key objectives of the Telehealth System integration process included cost reduction, enhanced service delivery, and service convenience. Reducing healthcare costs is an important goal that is constantly pursued by almost all organizations in the industry. Our hospital intended to reduce costs by offering digital solutions that allowed patients to save on transportation charges and physician consultancy fees. Noteworthy is the 75 percent reduction in the consultation fees following the implementation of this change. The management also hoped to reduce patient visits by approximately 25 % within the implementation of phase one. Data collected from this integrated software would then improve care outcomes by promoting accuracy in clinical diagnoses.

This project involved a significant portion of internal stakeholders, including physicians, nurse leaders, nurses, patients, and financial managers. Nurses are the frontline care providers, so their inclusion in this list is justified by their invaluable role in the implementation of the change intervention. Considering their concrete grasp of clinical matters, nurse managers were placed in charge of directing and monitoring day-to-day implementation of this process. Their leadership took to account their primary role as physician assistants; consequently, these nurses interacted with doctors and hospital managers within the facility for guidance on how the system will best serve the institution. The finance manager was also an instrumental stakeholder in this process since he managed the financial aspects of the process, mainly budgeting. Unlike the other stakeholders, patients were included as the recipients of improved clinical practice. This group’s experience was bound to guide further progress in this process.

External stakeholders in this project included  ICT experts, trainers, and pharmacists. For now, it is fair to claim that the change process was implemented on a small scale, so the organization could not incorporate a broad range of stakeholders. ICT experts were in charge of designing and programming the software solutions. Some of their duties included coding user interfaces (front- and back-end), upgrading the system, and protecting the network from malicious attacks. These technical personnel were supported by few of our clinical experts who volunteered to learn about the new system so as to guide others during implementation. Pharmacists were also integrated into the system to ensure patients would access our telemedicine cabinets. Inasmuch as these stakeholders offered their locations for strategic use, their activities were also improved by the usage of telemedicine vending machines in their posts.

Once the vision is clear, the change process should be implemented systematically, in a trial-and-error manner. Step-wise execution of the initiative has a plethora of benefits including satisfaction from short-term wins, real-time process improvements, and seamless integration of process fragments (Yousef, 2017). As highlighted in Kotter’s framework, short-term goals are crucial for motivating the team during implementation. Apart from that, such an approach facilitates real-time improvements and seamless integration of the implemented aspects. This process necessitates keen observation of details and evaluation at all points. Yousef (2017) comments that evaluation of processes in every stage unearths a lot of beneficial insight that might prove crucial in the implementation of other phases. Although our organization applied this implementation approach, it did not do it in a step-wise manner; otherwise, the management would have resolved failures before the final stage.

NSG 3039 Week 2 Discussion Latest Implementing Change References

  • Dorsey, E. R., & Topol, E. J. (2016). State of telehealth. New England Journal of Medicine, 375(2), 154-161.
  • 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.
  • Kotter, J., & von Ameln, F. (2019). Agility, hierarchy and lessons for the future. John Kotter on the legacy and future of Change Management. Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO), 50(2), 111-114.
  • Tidd, J., & Bessant, J. R. (2018). Managing innovation: integrating technological, market and organizational change. John Wiley & Sons.
  • Yousef, D. A. (2017). Organizational commitment, job satisfaction and attitudes toward organizational change: A study in the local government. International Journal of Public Administration, 40(1), 77-88.