Change Management Magic or Mayhem

Question: Give a review the following nursing scenario from the agency for healthcare research and quality? Answer: 1. Solution Lewins change model helps in improving business protocols and recording of information related to followership. There are different types of tasks performed by the medical team in the hospitals. It is necessary to define the protocols as this helps in increasing the business performance. The adopted protocol should help in identifying the challenges that are involved with process execution (Dennison, 2007). Course of action A 60 year old patient was admitted into the hospital to get cured for severe left lower abdominal pain. Due to increase in the pain in her abdominal, doctors decide to send her to OR. The plan for the accommodating patient with serious medical condition is known to the clear, but OR calls to report that there is no permission to do so. Due to lack of documentation, OR refuses to accommodate the patients. Organizational change and management process has to be changed as this would help in handling the patient requirement in the best possible manner. The change in the plan and the process followed for making changes with the documentation strategies has been analysed through the Lewins change management model. The model has three different phases which are unfreeze, change, and refreeze (Bozak, 2003). Fellowership is an important task that is related to the methods followed for implementing the changes required for improving the practise for increasing the quality of services that is rendered to the patients. The process of empowerment is associated with the method followed for accommodating the plan for treating the patients at the last minute (Koppel et al., 2008). 1. Unfreeze This is the first stage for preparing and implementing change management process for the medical centre. Through this process, the existing status-quo is broken down into valuable products. Communication process and the different methods that need to be followed for task performance can be defined through this process. Factors causing delay in the task performance and quality are evaluated. Challenges involved with the plan execution and developing the values are analysed, as this will help in implementing the changes for increasing the strategic value for the company (Foote et al., 2008). 2. Change process In this process, the plan to improve the strategic plan for increasing the business performance and execution of different tasks has to be analysed. Through this process uncertainty associated with the task execution is analysed after comparing with uncertainty. The uncertainty is associated with accommodating members suffering from different medical problem. It is necessary to cure the patients, by adopting an effective treatment method. The strategic plan is to handle the changes that are related to personal transition that will help in handling the changing business environment. The process expected to be introduced for implementing change has to be planned and communicated with the concerned authorities. This will help in introducing the changes that are necessary for developing effective strategies that are necessary for achieving the target (Spetz et al., 2012). 3. Refreeze The plan is to implement changes for increasing documentation process that will help in improving the internal performance for the healthcare centre. Essential changes are introduced after shaping the business activities, and explaining the people about the benefits associated with the task of introducing the changes. In the refreeze phase, the changes are implemented by the management after evaluating the changes and the stages that would be followed for executing the same. The process change would encourage the members to adopt stability, which is required for increasing the business performance. In this stage, the management create a sense of stability which is required for business execution. The changes can be implemented by the management by trading the staffs to increase the performance. Changes are also related to policies which is necessary for the nurses. 2. Course of action plan for implementing changes is a. Analyse the need for change - The goal would be to increase the communication process between different departments. Managerial tasks and the coordination method accepted by different departments can be highlighted. This will help in improving the task performance. Goals are to increase the quality of performance for different departments. b. Appoint a change manager/agent- The agent would be responsible for introducing the changes and encourage the managers to follow the planned process. This method will improve the work ability of the healthcare centre, as changes can be communicated to the members and implemented in the right manner. Process to enforce the changes Changes are implemented through reinforcement strategies. Some of the processes followed in this method are Adopting strategies for making employees accountable Effectively integrate the required changes. Conclusion The changes intended to be implemented by the management in terms of business development and policy has to be planned. This will help in achieving the desired task in the right manner (Lehman, 2008). References Bozak, M., (2003). Using Lewins force field analysis in implementing a nursing information system.Computers, Informatics, Nursing, 21(2), pp.80-85 Dennison, R. (2007). A medication safety education program to reduce the risk of harm caused by medication errors.Journal Of Continuing Education In Nursing, 38(4), 176-184. Foote, S. O., Coleman, J. R. (2008). Medication administration: The implementation process of bar-coding for medication administration to enhance medication safety.Nursing Economics, 26(3), 207-210. Koppel, R., Wetterneck, T., Telles, J.L., Karsh, B., (2008). Workarounds to barcode medication administration systems: Their occurrences, Causes, and threats to patient safety.Journal of American Medical Information Association,15, 408-423. doi: 10.1197/jamia.M2616 Lehman, K., (2008). Change management: magic or mayhem.Journal for Nurses in Staff Development, 24(4), 176-184. Spetz, J., Burgess, J. F., Phibbs, C. S. (2012). What determines successful implementation of inpatient information technology systems?The American Journal of Managed Care, 18(3), 157-162.