Interprofessional Change Management: Leadership & Informatics, Assignments of Nursing

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Implementing Change

With an Interprofessional

Approach Presentation

ORGANIZATIONAL LEADER SH IP AND INFORMATICS GRAND CANYON UNIVERSITY NUR- 514 Date: …………

Objectives

• Discuss the context, including the rationale and goals of the change.
• Recognize and include key interprofessional stakeholders (internal and external) as part of your endeavor to implement change
• Discuss a suitable change theory or model that could be used to achieve the desired outcomes
• Describe the steps you'd take to begin the change
• Describe the impact on the organization if the change initiative fails again, as well as possible actions taken by the interprofessional team if the change fails.

Advanced registered nurse's role as a

change agent

• The advanced registered nurse has the expertise and knowledge to lead and facilitate systemic change in various ways to overcome the obstacles
• The advanced registered nurse aims to improve communication and collaboration among all members of the healthcare team in the dynamic healthcare environment.
• The advanced registered nurse promotes patient-centered care within the healthcare setting.
• Within the interprofessional and dynamic healthcare environment, advanced registered nurses ensure that the healthcare system responds to the needs of patients and families.

Situation Background Description

• In our organization, especially in my unit, 70% of the nurses are travel nurses
• Disparity of salary among the regular nurses and travel nurses. Travel nurses are 4 times more salaried than regular full-time nurses.
• The recruitment of expensive travel nurses is becoming an increasingly common problem in Florida.
• Most nurses who work regular full-time don't like the idea that travel nurses get paid four times as much as regular nurses.
• Pandemics bring about global shifts like this.
• The hourly wage for Florida nurses is among the low as compared to other states.

Interprofessional Stakeholders

INTERNAL

Nurses, Chief Executive Officer and Chief Financial Officer Other Allied Health Professionals, Chief Medical Officer, Chief Nursing Officer, and administration and management EXTERNAL Patients/Families, Government Financers, Board of nursing agencies

Lewin's change theory

• Lewin's change theory, or the Unfreezing-Freezing Model, is the change theory or model for this case.
• It was developed in 1951 by Kurt Lewin, who was interested in group dynamics and the advancement of organizations.
• In Lewin's view, leaders must replace their prior knowledge with new knowledge in order to achieve the expected changes.

organization. To see how far the transformation will go,

it is very important to put this process into action.

Outline for initiating change

Unfreezing stage

❖Lewin's Change Management Model would be employed to bring about the necessary change

❖

The unfreezing stage would help gather support for the necessary change and provide an opportunity to

examine how things are done.

❖Communication would allow the team to express their worries and acceptance of the impending shift,

ensuring that all essential issues were addressed.

❖

This will also motivate them to follow the newly established procedure.

❖The first step is to convene a conference with all internal and external stakeholders to address the

problem and up with a solution to the wage gap between travel and regular nurses.

❖

Discuss the situation's benefits and drawbacks, as well as a proposal to raise the pay rate of regular

nurses so that employers can retain them.

Impacts to the organization if the change initiative is unsuccessful again ❖

low morale and dissatisfaction among nurses

❖

lack of motivation

❖

decreased productivity

❖

High employee turnover and burnout

❖

Feeling of failure Wanting to give up

❖

Lack of interest

❖

Resisting change

❖

Closed minded

❖

Poor planning

❖

Reduces efficiency of health

care deliver

Changes by Interprofessional team if unsuccessful ❖

Recognize the unique characteristics of the individuals

involved

❖

Avoid misunderstandings by proper and effective

communication

❖

All-inclusiveness

❖

Including stakeholders in the decision-making process

❖

Make a list of potential sources of information

Conclusion

The whole process of change should be conducted in a wise and systematic manner to ensure that the normal activities of the organization are not altered. The conditions and the organizational changes that are needed for health care services to thrive and show their real value in the lives of the people they serve will be very important. When things change in the world, they make it necessary to change things in your own neighborhood. Clinical leaders need to be aware of the needs of the people they work with and the places they live in. Infrastructure and organization for health care must show how management, support, and providers work together in a tight network that shows how important it is to keep their relationship strong.

References

Burnes, B. (2019). The origins of lewin’s three-step model of change. The Journal of Applied Behavioral Science , 56 (1), 32–59. https://doi.org/10.1177/ Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where do models for change management, improvement and implementation meet? a systematic review of the applications of change management models in healthcare. Journal of Healthcare Leadership , Volume 13 , 85–108. https://doi.org/10.2147/jhl.s Nilsen, P., Seing, I., Ericsson, C., Birken, S. A., & Schildmeijer, K. (2020). Characteristics of successful changes in health care organizations: An interview study with physicians, registered nurses and assistant nurses. BMC Health Services Research , 20 (1). https://doi.org/10.1186/s12913-020-4999-