NURS 8302 Discussion: Evaluating and Sustaining Change ANSWER

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After the introduction, move into the main part of the NURS 8302 Discussion: Evaluating and Sustaining Change ANSWER 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.

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How to Format the References List for NURS 8302 Discussion: Evaluating and Sustaining Change ANSWER

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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Post a brief comparison between change management and change leadership. Be specific. Explain how leadership approaches may relate to processes for evaluation of and sustainment of change in a healthcare organization or nursing practice. Then, explain the function of leadership in evaluating, maintaining, and sustaining change. What is the influence of leadership on these aims? Be sure to include a brief explanation of whether you should stop measuring change in an organization, and explain why. Be specific and provide examples.

Sample Answer for NURS 8302 Discussion: Evaluating and Sustaining Change ANSWER

Some people think of change management and change leadership as two in the same not realizing this is a significant difference between the two. Change Management is the tools or processes used to control a change effort (Kotter, 2011). Change management is necessary to control such things as staff resistance/rebellion, the costs associated to change, problems, etc (Kotter, 2011). Change management is very much about control and making sure there are designated people to control specific aspects of the change effort (Kotter, 2011)

Change leadership differs in that it is the “driving forces, visions and processes that fuel large-scale transformation” (Kotter, 2011, para. 1). Change leadership more about urgency and having many people come together who want change. Change leadership is vision driven and the people are empowered (Kotter, 2011). According to Kotter (2011), change leadership is more associated with igniting the whole change process, speeding up the process, and working smarter and more efficiently.

Leaders articulate and communicate a vision, align constituents with the vision, and motivate the people for purposeful action (Fisher, 2018). Quality leaders empower the team as change champions. Evaluating processes through a team approach and creating a shared vision with the team leads to sustainability of quality change. A leader must be able to effectively communicate a vision with purpose in order to obtain buy-in from the constituents and align the people with the vision. Alignment means that people don’t just know the vision but understands and embraces the vision (Fisher, 2018). Aligning the people leads to commitment and moves people forward as part of the journey (Fisher, 2018). Once a leader has aligned the people with the vision and solidifies the commitment of the team they can move forward with evaluation, maintaining and sustaining change. Without the alignment and commitment leaders face resistance and rebellion thus leading to difficulty with maintaining and sustaining change. Evaluating change should be ongoing in an organization to ensure continuous quality. Change evaluation is necessary to identify gaps in a vision or process. Ongoing evaluation allows change leaders to proactively foster improvement rather than being reactive. Being reactive does not allow time to gain team alignment and may lead to resistance and failure.

References

Fisher, J. (2018). A model of integrated leadership. Organizational Dynamics, 47(2), 70–77. https://doi.org/10.1016/j.orgdyn.2018.01.006

Kotter. (2011, July 12). Change management vs. change leadership — What’s the difference? Forbes. https://www.forbes.com/sites/johnkotter/2011/07/12/change-management-vs-change-leadership-whats-the-difference/?sh=50dd545f4cc6

Sample Answer 2 for NURS 8302 Discussion: Evaluating and Sustaining Change ANSWER

Change is something that every organization requires at some point. Changes in technology, lives, perceptions, and beliefs contributed to this. The outcome of the change process might be either positive or negative (Kotter, 2021). All an organization needs to do to avoid negative consequences is understand and properly employ change management in partnership with change leadership, ensuring that all change requirements are completed before and during the change process. Change management refers to a set of tools and procedures that must be in place to keep change efforts in check (Holten et al., 2019). The major purpose is to mitigate the negative effects of change. It’s a method of implementing massive changes in an organization while remaining sensible and in control. A perfect example occurred in my company during a raw materials shortage. The problem arose due to the company’s rapid change of chairman, and the new management decided that for the company to continue, it needed to transform its structure and operations. On the other hand, change leadership examines the forces driving change, as well as the vision and procedures that support more significant transformative changes (Holten et al., 2019). It is most commonly connected with introducing an engine into the entire change process to make it more efficient, faster, and more so in large-scale conversions.

The health care setting is dynamic due to constant changes to improve efficiency, quality of care, and patient safety. Leadership is needed to push these goals, ensure that the set goal and target are met, and enhance sustained change in the organization (Chartier et al., 2018). Leadership is required to evaluate and sustain change by navigating the complex web depicted by the different disease areas, multidirectional plans, and staff within the health care setting. Furthermore, some employees may resist the new changes as a result of experiencing poor past management. Leadership is needed to communicate the need for change, engage employees in decision-making, and mobilize necessary support for the change (Chartier et al., 2018). The leaders are required to provide the correct direction and motivate employees to improve and innovate continuously. An organization should not stop measuring change. Measuring change is critical in determining and communicating the success and acceptance of the implemented process.it also helps determine whether the persons influenced by the change are progressing towards the required direction (Sipes, 2021).

REFERENCES

Chartier, L. B., Vaillancourt, S., Cheng, A. H. Y., & Stang, A. S. (2018). Quality improvement primer part 3: Evaluating and sustaining a quality improvement project in the emergency department. CJEM, 21(2), 261–268. https://doi.org/10.1017/cem.2018.380

Holten, A. L., Hancock, G. R., & Bøllingtoft, A. (2019). Studying the importance of change leadership and change management in layoffs, mergers, and closures. Management Decision, 58(3), 393–409. https://doi.org/10.1108/md-03-2017-0278

Kotter. (2021, May 7). The 8-Step Process for Leading Change. https://www.kotterinc.com/8-steps-process-for-leading-change/

Sipes, C. (2020). Project management for the advanced practice nurse. http://dl1.tarjomac.ir/nursing-ebooks/TPC202202.pdf

Sample Answer 3 for NURS 8302 Discussion: Evaluating and Sustaining Change ANSWER

There is a significant difference between change management and change leadership. However, these two phenomena have always been used incorrectly and interchangeably. Change management involves the basic structures and tools to keep the change process under control (Wanser & Luckel, 2021). Change management minimizes distractions and ensures the change process is achieved. On the other hand, change leadership involves process, vision and forces that drive a large-scale transformation (Ziadlou, 2020). It involves an opportunity for growth and improvements infinitely.

Evidence-based practices are important tools in establishing a quality and productive care in healthcare organizations. Leadership and management are vital in strengthening safety and quality of care. Different leadership styles can be applied to sustain change in a healthcare organization. Effective leadership has been associated with successful outcomes. Transformational leadership is directly associated with implementing effective change that improves healthcare outcomes (Sfantou et al., 2017).

Successful change management depends on how leaders support and execute change. Leaders have different roles that drive change in a healthcare organization. Leaders can act as advocates for change in their organizations. They can utilize their influence to ensure the change is initiated and sustained (Hussain et al., 2018). Leaders can also act as role models. They can demonstrate behavior and attitudes that their subordinates will emulate during the change process (Hussain et al., 2018). Leaders are in charge of decision-making during the change process. Leaders are in charge of human resources and financial resources and set priorities that support the change process (Hussain et al., 2018). Change is a continuous process; hence healthcare organizations should not stop measuring change. Continuously measuring the change allows healthcare organizations to obtain feedback on the shortcomings of the change and implement necessary changes to ensure the process is effective.

References

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

Sfantou, D., Laliotis, A., Patelarou, A., Sifaki- Pistolla, D., Matalliotakis, M., & Patelarou, E. (2017). Importance of leadership style towards quality of care measures in healthcare settings: A systematic review. Healthcare, 5(4), 73. https://doi.org/10.3390/healthcare5040073

Wanser, L., & Luckel, H. (2021). The role of leadership in change in healthcare facilities: A qualitative study. American Journal of Management, 21(1). https://doi.org/10.33423/ajm.v21i1.4107

Ziadlou, D. (2020). Digital transformation leadership for smart healthcare organizations. Opportunities and Challenges in Digital Healthcare Innovation, 72-96. https://doi.org/10.4018/978-1-7998-3274-4.ch005

Sample Answer 4 for NURS 8302 Discussion: Evaluating and Sustaining Change ANSWER

Various sectors usually experience change, healthcare included. While change can be disruptive and negative, it is important to note that it can also be positive. Therefore, it is important to always be ready to prepare for change and ensure that change is appropriately handled to lead the organization to prosperity. Change is unavoidable in nursing practice. Therefore, change management should be used. Change management and change leadership are interrelated. However, they have different roles and focuses in the context of organizational change (Errida & Lotfi.,2021). Change management mainly deals with processes, systems, and structures within a particular organization. Hence, it is mainly focused on the technical aspects of change implementation. Change leadership deals with the aspects of people; hence, in the context of change, it deals with motivating and inspiring people to accept and drive change.

Leadership approaches relate to the process for evaluation of and sustainment of change in a nursing practice. For example, transformational leadership helps motivate and inspire followers to focus on goal achievement; hence, in the evaluation phase, transformational leadership would focus on improving and encouraging learning and continuous improvement. They also play a crucial role in change sustainment as the leaders emphasize empowering and sharing vision, which then helps in sustaining change (Bagga et al.,2023). Leadership also has a role in evaluating, maintaining, and sustaining change. They coordinate the change process to help evaluate, maintain, and sustain change. The leaders influence these aims by coordinating, motivating, and leading the change process. It is worth noting that the measurement of change in an organization should be a continuous process (Sipes, 2020). As such, it should not be stopped since change continuously takes place. Therefore, it is important for the change process to be managed appropriately by the change leaders.

References

Bagga, S. K., Gera, S., & Haque, S. N. (2023). The mediating role of organizational culture: Transformational leadership and change management in virtual teams. Asia Pacific Management Review, 28(2), 120-131. https://doi.org/10.1016/j.apmrv.2022.07.003

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

Sipes, C. (2020). Project management for the advanced practice nurse (2nd ed.). Springer Publishing Company

EVALUATING AND SUSTAINING CHANGE

Change is the law of life.

– John F. Kennedy

Change is inevitable. There is no getting around it, but that does not mean change always has to be negative. Society often places a negative connotation to change, but what if the change is for the best? What if change is what sustains growth and encourages improvement?

In nursing practice, change is unavoidable. How should change be evaluated, maintained, and sustained in nursing practice? What role does leadership have in change management? Consider the role of change management in nursing, and reflect on how change management may differ from change leadership.

For this Discussion, compare change management and change leadership. Reflect on the potential impact of leadership approaches on change, and consider how leadership may influence change in healthcare organizations and nursing practice.

RESOURCES

Be sure to review the Learning Resources before completing this activity.
Click the weekly resources link to access the resources.

WEEKLY RESOURCES

TO PREPARE:

Review the Learning Resources for this week, and reflect on the mechanisms available to evaluate change in healthcare organizations and nursing practice.
How is change management related to change leadership?
Consider how leadership approaches may contribute to evaluation processes for change management, as well as for the support of sustaining changes in healthcare organizations and nursing practice.
What does it mean to sustain changes in healthcare organizations or nursing practice, and how might leadership support these aims?
Reflect on when you should stop measuring change in an organization, and why.

BY DAY 3 OF WEEK 11

Post a brief comparison between change management and change leadership. Be specific. Explain how leadership approaches may relate to processes for evaluation of and sustainment of change in a healthcare organization or nursing practice. Then, explain the function of leadership in evaluating, maintaining, and sustaining change. What is the influence of leadership on these aims? Be sure to include a brief explanation of whether you should stop measuring change in an organization, and explain why. Be specific and provide examples.

BY DAY 6 OF WEEK 11

Read a selection of your colleagues’ responses and respond to at least two of your colleagues on two different days by expanding upon your colleague’s post or offering an alternative perspective on the influence of leadership in evaluating, maintaining, and sustaining change in an organization.

Sample Answer 5 for NURS 8302 Discussion: Evaluating and Sustaining Change ANSWER

The healthcare system is constantly changing, and the demands of quality care are on the rise; hospitals strive to improve performance and patient safety. With this comes immense change and quality improvement (Murphree et al., 2011). Organizational changes in health care are more likely to succeed when health care professionals can influence the difference, feel prepared for the change, and recognize the value of the change, including perceiving the benefit of the shift for patients (Nilsen et al., 2020). Continuous professional education has become increasingly important to ensure that health care professionals’ competencies keep pace with current standards and to maintain and enhance the knowledge and skills needed to stay abreast of the newest evidence (Nilsen et al., 2020). Continuous improvement is a systematic, sustainable approach to enhancing the quality of care and patient outcomes that embraces practice change which is an ongoing journey in healthcare that requires commitment and persistence under effective leadership. (KPMG,2019).

One of the challenges during this change process is sustaining practice change which requires robust and effective leadership to maintain a practical improvement (Bigelow et al., 2010). It is important to note that continuous improvement is driven and owned by frontline staff, reinforced by specialized, ongoing training, and supported by the entire organization starting with the board and the chief executive and permeating everywhere from the finance and human resources and information technology departments. Moreover, change must be underpinned by the right leadership behaviors with transformational leadership skills because such leaders support, mentor, and ask questions about the change process. Transformational leaders are successful leaders who possess certain qualities such as being a good change manager that promotes teamwork, guides staff through any transition period, identify support systems and possible barriers, and enabling tools needed to strengthen and support nurses during quality and safety movement (Richardson & Storr, 2010).

According to Bigelow et al. (2010), many strategies exist for leaders to promote and sustain quality improvement, such as providing visual control, control charts, daily, weekly, monthly, and quarterly accountability processes. These strategies support the quality movement, provide bedside nurses with oversight and support of their daily practice. Similarly, nurse leaders can also utilize the Lean Six Sigma model in quality improvement because the model relies on a collaborative team effort in improving performance by systematically eliminating waste to maximize workflow (Bigelow et al., 2010). Finally, Leaders can also apply models such as the National health service (NHS) sustainability model in sustaining quality improvement changes because it assists them in implementing change, increasing the quality of care, and promoting a positive patient experience while reducing health care costs (Silver et al., 2016).

References

Bigelow, L., Wolkowski, C., Baskin, L., & Gorko, M. (2010). Lean Six Sigma: Sustaining the gains in a hospital laboratory. Clinical Leadership & Management Review, 24(3), 1–14.

KPMG International Healthcare Practices. (2019). Creating a culture of excellence. https://assets.kpmg/content/dam/kpmg/xx/pdf/2019/03/

Nilsen, P., Seeing, I., Erickson, C., Birken, S. A., and Schildmeijer, K. (2020). Characteristics of successful changes in health care organizations: an interview study with physicians, registered nurses, and assistant nurses. Biomedical Central health services Research. 20:147 https://doi.org/10.1186/s12913-020-4999-8

Murphree, P., Vath, R. R., & Daigle, L. (2011). Sustaining lean six sigma projects in health care. Physician Executive, 37(1), 44–48.

Richardson, A., & Storr, J. (2010). Patient safety: A literature review on the impact of nursing

empowerment, leadership, and collaboration [corrected] [published erratum appears in

INT NURS REV (1):158]. International Nursing Review, 57(1), 12–21.

Silver, S. A., McQuillan, R., Harel, A., Weizman, A. W., Thomas, A., Nesrallah, G., Bell, C.

M., Chan, C. T., & Chertow, G. M. (2016). How to Sustain Change and Support

Continuous Quality Improvement. Clinical Journal of the American Society of

Nephrology, 11(5), 916-924.