NUR 590 Organizational Readiness Tools
Grand Canyon University NUR 590 Organizational Readiness Tools-Step-By-Step Guide
This guide will demonstrate how to complete the Grand Canyon University NUR 590 Organizational Readiness Tools 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 590 Organizational Readiness Tools
Whether one passes or fails an academic assignment such as the Grand Canyon University NUR 590 Organizational Readiness Tools 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 590 Organizational Readiness Tools
The introduction for the Grand Canyon University NUR 590 Organizational Readiness Tools 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 590 Organizational Readiness Tools
After the introduction, move into the main part of the NUR 590 Organizational Readiness Tools 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 590 Organizational Readiness Tools
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 590 Organizational Readiness Tools
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 590 Organizational Readiness Tools
An organizational readiness assessment is important when implementing change initiatives. The assessment provides organizational stakeholders insights into the strengths, weaknesses, and opportunities that can be explored to achieve the desired outcomes. Tools of organizational readiness assessment exist. The selected for this discussion are the Organizational Readiness Change Assessment (ORCA) and Patient Assessment of Chronic Illness Care (PACIC) tools. ORCA is a tool utilized in practice to evaluate the level and significance of evidence associated with a change initiative. The tool guides the adoption of modifications in the existing systems and structures to drive the desired performance and excellence in an organization (Crittendon et al., 2020). The use of the tool entails evaluating evidence with patient preference and clinical experience and selecting the best approaches that can be used to implement change successfully in an organization.
The PACIC tool is used in assessing the effectiveness of interventions adopted to treat patients suffering from chronic illnesses. The tool acquires subjective experiences of the patient with the care processes. It assesses domains of care that include delivery system, activation, problem-solving, goal setting, and follow-up (Arditi et al., 2018). The most appropriate tool for use in assessing my organization is the ORCA tool. The tool provides a detailed understanding of the organizational aspects that influence change. The tool also provides systematic approaches to introducing change in healthcare. The implementers of change can measure the effectiveness of the strategies adopted in each stage of change and introduce new interventions to achieve outcomes. The tool also supports continuous innovation and the use of evidence-based practices in healthcare. The use of the tool provides healthcare providers insights into care interventions that work and those ineffective and guides change processes to enhance outcomes (Kononowech et al., 2021). Therefore, I would recommend its use in assessing my organization.
References
Arditi, C., Iglesias, K., & Peytremann-Bridevaux, I. (2018). The use of the Patient Assessment of Chronic Illness Care (PACIC) instrument in diabetes care: A systematic review and meta-analysis. International Journal for Quality in Health Care, 30(10), 743–750. https://doi.org/10.1093/intqhc/mzy091
Crittendon, D. R., Cunningham, A., Payton, C., Mills, G., Kelly, S., LaNoue, M., & Arenson, C. (2020). Organizational Readiness to Change: Quality Improvement in Family Medicine Residency. PRiMER : Peer-Review Reports in Medical Education Research, 4, 14. https://doi.org/10.22454/PRiMER.2020.441200
Kononowech, J., Hagedorn, H., Hall, C., Helfrich, C. D., Lambert-Kerzner, A. C., Miller, S. C., Sales, A. E., & Damschroder, L. (2021). Mapping the organizational readiness to change assessment to the Consolidated Framework for Implementation Research. Implementation Science Communications, 2(1), 19. https://doi.org/10.1186/s43058-021-00121-0
Sample Answer 2 for NUR 590 Organizational Readiness Tools
Organizational culture is a system of shared values and beliefs that contributes to behavior norms and determines an organizational way of life. Organizational culture is evaluated based on core values, shared assumptions, and common approaches to work (Nguyen Van et al., 2018). This paper seeks to analyze the culture and level of readiness of the organization for which my EBP project is proposed.
Organizational Culture and Degree to Which Culture Supports Change
The project on incorporating peer support in trauma-informed care will be implemented in my current healthcare organization. Our organization has an Adhocracy culture, which is defined by the flexibility and external focus aspects. Our culture is rooted in energy and creativity and involves innovation as a way of organizational functioning (Nguyen Van et al., 2018). Besides, the employees are encouraged to take risks, and our leaders are perceived as innovators. The work environment is agile and transformative, which has made the Adhocracy culture thrive (Nguyen Van et al., 2018). In addition, we emphasize specialization and rapid change within the organization, and thus change will be highly appreciated. Due to the innovative spirit in the organization, the employees are continuously engaging in activities that will promote positive change in the organization to achieve our goals and vision.
Organizational Readiness Tool and Readiness Assessment
The cultural assessment questionnaire developed by the World of Work Project (2019) will be used to conduct an organizational culture and readiness assessment. The tool is useful for organizations or teams that are going through change. The cultural assessment questionnaire evaluates several dimensions of organizational culture, including the decision-making process, treatment of employees, teamwork, tradition, and change implementation (World of Work Project, 2019). The organization scored high in teamwork, objectives-driven employees, change, a strong emphasis on employees, consensus decisions, team communication, and cooperation. However, low scores were noted in decentralization, focusing on customer service, building long-term customer relationships, and attention to detail.
The culture assessment results reveal that our organization’s culture will support and sustain an evidence-based practice change. As a result, incorporating peer support in TIC will be readily accepted and implemented in the department and staff that provide TIC services. Strengths that will facilitate change implementation of the peer support intervention include: employees are driven by targets and objectives, encouraging and rewarding teamwork, leaders encourage change and innovation, consensus decision, frequent and transparent team communication, and coordination and cooperation in the delivery of patient care.
Weaknesses and potential barriers exist and might hinder change implementation. Weaknesses include a lack of a decentralized decision-making system and a lack of attention to detail with staff employing the 80/20 rule. Barriers include shortage of qualified peer support workers, self-care needs of peer workers, and lack of finances to pay for service and wages of peer support workers. The change proposal will be readily implemented since stakeholders’ support change in the organization. Besides, the timing of the proposal is appropriate since the organization has many clients on TIC.
Health Care Process and Systems Recommended for Improving Quality, Safety, and Cost-Effectiveness
A quality improvement (QI) program would be an effective healthcare process to improve quality, safety, and cost-effectiveness. A QI program entails systematic activities organized and executed by an organization to track, evaluate, and enhance its quality of health care (De La Perrelle et al., 2020). The activities are usually repeated so that the organization continues to strive for higher performance levels to improve the care for its patients. I would recommend a QI program since it helps an organization improve patient health outcomes that entail both process outcomes and health outcomes (De La Perrelle et al., 2020). It also enhances the efficiency of managerial and clinical processes. An organization can minimize waste and costs attributed to system failures and redundancy by improving processes and outcomes related to high-priority health needs.
Strategies to Facilitate Organizational Readiness
Organizational readiness to change is the organizational members’ commitment to change and mutual belief in their collective capability. Strategies that would better facilitate readiness in our organization include consistent leadership messages and actions, teamwork, and active stakeholder involvement. Consistent leadership messages and actions can promote organizational readiness by leaders conveying consistent messages and acting consistently to foster change (Metwally et al., 2019). This can inspire employees to embrace common perceptions of readiness to change and foster cooperation when implementing the project. Fostering teamwork would promote organizational readiness since it encourages employees to collaborate to implement the change and achieve desired goals. Besides, active stakeholder involvement can facilitate organizational readiness since stakeholders determine if a change will be implemented and how the change process will occur (Metwally et al., 2019). Stakeholders in the organization can be encouraged to be active in implementing change to encourage other employees to put more effort, be persistent, and cooperative in the change process.
Stakeholders and Team Members Needed
Stakeholders and team members needed for the TIC project will include the hospital administrator, nurses, physicians, therapists, peer support trainers, and peer support workers. The hospital administrator will be responsible for overseeing the project’s activities and approving resource allocation to the project. Nurses and physicians will be tasked with screening patients for trauma, developing patients’ treatment plans, and referring patients to therapists and peer support workers (Shalaby & Agyapong, 2020). In addition, therapists will be involved in providing psychotherapy to patients affected by trauma. Peer support trainers will provide special training to peer support workers before they are part of the care team (Shalaby & Agyapong, 2020). Lastly, peer support workers will be tasked with implementing peer support interventions to overcome the isolation among patients with trauma experiences.
Information and Communication Technologies Needed
Communication about the project will be facilitated by technologies such as the internet and email. Stakeholders and team members will be sent emails to inform them of the project proposal and its implementation. Peer support trainers will require technologies such as computers and projectors to facilitate training. Besides, the internet, computers, and referral software will be needed to facilitate the referral of patients to therapists and peer support workers.
Conclusion
The organization for the EBP project has an Adhocracy culture with a culture rooted in energy and creativity. The culture highly supports change since the work environment is agile and transformative. A cultural assessment using the World of Work Project tool revealed that the organization would support and sustain the EBP change. It scored high in aspects that promote organizational change such as objectives-driven employees, change, emphasis on employees, consensus decisions, team communication, and cooperation. Strategies that would better facilitate readiness in our organization include consistent leadership messages and actions, teamwork, and active stakeholder involvement.
References
De La Perrelle, L., Radisic, G., Cations, M., Kaambwa, B., Barbery, G., & Laver, K. (2020). Costs and economic evaluations of quality improvement collaboratives in healthcare: a systematic review. BMC health services research, 20(1), 1-10. https://doi.org/10.1186/s12913-020-4981-5
Metwally, D., Ruiz-Palomino, P., Metwally, M., & Gartzia, L. (2019). How ethical leadership shapes employees’ readiness to change: the mediating role of an organizational culture of effectiveness. Frontiers in psychology, 10, 2493. https://doi.org/10.3389/fpsyg.2019.02493
Nguyen Van, H., Nguyen, A. T., Nguyen, T. T., Nguyen, H. T., Bui, H. T., Tran, P. T., & Nguyen, A. L. (2018). Individual and occupational differences in perceived organizational culture of a central hospital in Vietnam. BioMed research international, 2018. https://doi.org/10.1155/2018/3759290
Shalaby, R. A. H., & Agyapong, V. I. (2020). Peer support in mental health: literature review. JMIR Mental Health, 7(6), e15572. https://doi.org/10.2196/15572
World of Work Project. (2019). A Simple Organizational Culture Assessment Questionnaire. The World of Work Project. https://worldofwork.io/2019/07/organizational-culture-assessment-questionnaire/
Sample Answer 3 for NUR 590 Organizational Readiness Tools
Health care organizations should be committed to improving patient outcomes continuously. Among many interventions, evidence-based practice (EBP) projects effectively promote the desired change by introducing in-depth researched methods. Such projects identify the needs of specific patient populations and propose interventions for enhancing outcomes. Improving patient care improves the organization’s overall performance and reputation. Although continuous improvement is critical in health care settings, success depends on the organizational culture. Readiness to change is vital to adopt new practices such as using the Ventilator-Associated Pneumonia (VAP) bundle to improve care outcomes in mechanically ventilated patients. This paper evaluates the organizational culture and readiness, care processes for improving outcomes, facilitating readiness, stakeholder roles, and technologies needed for the EBP intervention.
Organization’s Culture and Supporting Change
A close analysis of the work relationships, managerial support, communication, and values demonstrates an organization that adopts a clan culture. Unlike hierarchies, where the approach to everyday work is highly centralized, a clan culture encourages a collaborative approach to work and treating all employees as equals (Alsaqqa & Akyürek, 2021; Tietschert et al., 2019). Honest opinions and open feedback are highly valued as the entire staff work towards excellence as one family. A strong emphasis on excellence depicts a culture that embraces and supports change fully. The organization’s missions and values are anchored on continuous improvement and creative problem-solving. Besides teamwork and progressive growth, the organization invests heavily in innovative processes and technologies to improve health outcomes.
Organizational Readiness Assessment
Readiness assessment tools reliably indicate the extent to which an organization is likely to adopt change. The organizational readiness for knowledge translation (OR4KT) tool was used to assess the organization’s readiness level. OR4KT measures an organization’s readiness for knowledge translation by assessing the climate, contextual factors, change content, leadership, and motivation (Gagnon et al., 2018). During the survey, selected items (three) under each group gave a score of 90% (Appendix 1). A high score indicates that the organization is ready for change (Dearing, 2018). Hence, the current culture will fully support and sustain the EBP project.
Concerning the strengths, the EBP project’s goals align with the organization’s goal of progressive improvement in health care delivery. It identifies a critical and vulnerable population (mechanically-ventilated population in ICU settings) and proposes a creative, evidence-based intervention (VAP bundle and enhanced oral hygiene using chlorhexidine) to improve outcomes (reduce the risk of VAP rates). The nature of the project earns massive leadership and organizational support. Weaknesses include a culture that recommends contribution from the majority, which can lengthen the implementation process. Potential barriers include dependence on a large care team, which is highly committed in its routine practice. Considerable organizational resources are also needed, and availability cannot be guaranteed. However, stakeholder support and the timing are excellent. The project seeks to improve health outcomes among mechanically ventilated patients when their infection rates and problem sensitivity are worrying. To address the resource problem, nurse trainees and volunteers can help implement the project to save costs.
Health Care Process and Systems for Improving Quality, Safety, and Cost-Effectiveness
Several health care processes and systems can work independently or jointly to improve quality, safety, and cost-effectiveness in the organization. A suitable strategy is screening programs for at-risk populations. The organization must invest in procedures and technologies that identify different patient populations and their health problems. Such interventions will improve patient handling and promote patient-centeredness. Technologies such as health informatics also increase efficiency and reduce wastage, promoting cost-effectiveness (Xu et al., 2021). Up-to-date systems such as patient portals and wearables are vital to improving patient monitoring.
Facilitating Readiness
Health care organizations must respond to the fast-moving internal and external environments. Among many strategies, the organization should consider holding strategic workshops. Such workshops focus on introducing new initiatives to increase readiness for change (Roos & Nilsson, 2020). Another effective strategy is continuous performance assessments. Whether process or outcome-based, such assessments will enable the organization to identify areas that require intervention and respond timely. Importantly, it should embrace a spirit of inquiry and make it a core element of its culture.
Stakeholders and Team Members
The organization’s management will be a key stakeholder in this EBP project. The management influences change in organizations and will be integral in providing resources and support needed to implement the project. The head of operations in the ICU will also guide the project to ensure that all operation protocols in the ICU are followed. Team members include nurse colleagues who will help execute the necessary activities, including observing patients, assisting in VAP bundle and oral hygiene practices and data collection.
Information and Communication Technologies
Broadly, the EBP project is a quality improvement initiative focusing on process improvement. To reduce exposure to mechanical ventilation and collaborate when providing oral care and subglottic suctioning, the care team needs timely and effective communication. Appropriate information and communication technologies include an interactive portal, chat rooms, and conferencing technology. Electronic, live monitoring of patients and record-keeping technologies are crucial too. The internal stakeholders will incorporate these technologies by adopting them, purchasing new ones where necessary, and promoting their use through staff education and guidance where necessary. Generally, the information and communication technologies will enable the implementation team to collaborate effectively during the implementation process. They will also allow real-time patient monitoring, assistance, and data collection to evaluate the effectiveness of the VAP bundle and oral hygiene using chlorhexidine. Improving areas of need and health outcomes as situations prompt will help improve nursing practice and care delivery for mechanically ventilated patients in the ICU.
Conclusion
Mechanically ventilated patients in ICU settings are highly vulnerable to Ventilator-Associated Pneumonia (VAP). The EBP project seeks to improve health outcomes among this critical population through the VAP bundle and enhanced oral hygiene using chlorhexidine. However, the project can only succeed if the organization is ready for a change. This discussion has explained the outcomes of culture and readiness assessment. The scores reveal readiness, implying that the project will get the required support.
References
Alsaqqa, H. H., & Akyürek, Ç. E. (2021). Assessment of organizational culture types, leadership styles and their relationships within governmental and non-governmental hospitals in Gaza Strip of Palestine. BMC Health Services Research, 21(1), 1-11. https://doi.org/10.1186/s12913-021-06351-1
Dearing, J. W. (2018). Organizational readiness tools for global health intervention: A review. Frontiers in Public Health, 6, 56. https://doi.org/10.3389/fpubh.2018.00056
Gagnon, M. P., Attieh, R., Dunn, S., Grandes, G., Bully, P., Estabrooks, C. A., Légaré, F., Roch, G., & Ouimet, M. (2018). Development and content validation of a transcultural instrument to assess organizational readiness for knowledge translation in healthcare organizations: The OR4KT. International Journal of Health Policy and Management, 7(9), 791–797. https://doi.org/10.15171/ijhpm.2018.17
Roos, J., & Nilsson, V. O. (2020). Driving organizational readiness for change through strategic workshops. International Journal of Management and Applied Research, 7(1), 1-28. https://doi.org/10.18646/2056.71.20-001
Tietschert, M. V., Angeli, F., Van Raak, A. J., Clark, J., Singer, S. J., & Ruwaard, D. (2019). Can organisational culture of teams be a lever for integrating care? An exploratory study. International Journal of Integrated Care, 19(4), 1-10. https://doi.org/10.5334/ijic.4681
Xu, J., Glicksberg, B. S., Su, C., Walker, P., Bian, J., & Wang, F. (2021). Federated learning for healthcare informatics. Journal of Healthcare Informatics Research, 5(1), 1-19. https://doi.org/10.1007/s41666-020-00082-4