Assignment: Change Implementation and Management Plans Executive Summary

Assignment: Change Implementation and Management Plans
Executive Summary

The healthcare institution faces a significant challenge concerning high rates of patient readmission. This elevated readmission rate within 30 days of a patient’s discharge signals a deficiency in managing patients during the transition phase. A primary objective for the healthcare organization is to minimize patient readmissions after discharge. Readmissions not only incur additional costs for patients but also result in suboptimal health outcomes. As a nurse, this underscores the necessity of effectively addressing factors contributing to increased readmissions.

What Is Accreditation in Nursing and Why Is It Important?

Change and Rationale

The change initiative aims to combat the high rate of patient readmissions. The healthcare institution grapples with financial penalties linked to these readmissions, which, in turn, place an undue financial burden on patients. The proposed change seeks to enhance patient adherence to treatment plans, a key aspect of post-discharge care. Many patients struggle to adhere to prescribed treatments when transitioning from the hospital to their homes. Non-compliance with medication regimens can lead to prolonged recovery times. This change will involve all nurses, who will assume the responsibility of educating patients as they transition from the healthcare facility to their homes.

Scope of the Change

The need for improvements in the current discharge process indicates that the type of change being introduced is developmental. This change aims to refine the patient discharge process, placing a stronger emphasis on nurse involvement both during the discharge and in the post-discharge phase.

Stakeholders and Management Team

The management team comprises three nurse leaders, a finance manager, a project manager, an operations manager, and members of the human resources department. Each team member will have specific roles to ensure the success of this intervention. Nurse leaders will serve as change communicators and mentors, guiding their colleagues in adapting to the implemented changes. Patients, too, will play a pivotal role, receiving essential education before their discharge to ensure their adherence to treatment plans.

Communication of Change

To disseminate information about the change process to stakeholders, we will utilize email communication and newsletters. Email communications will provide detailed information to stakeholders, outlining their roles and expected outcomes following the change. This approach will foster a two-way communication channel, allowing stakeholders to seek clarifications and ask questions regarding the change process.

Risk Mitigation

We will implement various strategies to mitigate potential risks during the change implementation. One key approach will involve budgetary allocation that overshoots the estimated costs, thus covering unforeseen expenses related to the change. Adhering to strict deadlines will also reduce the risk of falling behind schedule.

It is one of the most cliché of clichés, but it nevertheless rings true: The only constant is change. As a nursing professional, you are no doubt aware that success in the healthcare field requires the ability to adapt to change, as the pace of change in healthcare may be without rival.

Issues Affecting the Organization

– Diminished employee satisfaction, engagement, and morale
– Particularly pronounced among novice nurses
– Lack of a comprehensive mentoring program for novice nurses
– Insufficient emphasis on staff well-being and self-care
– Limited resources for professional growth and development

The issues affecting our organization include notably decreased employee satisfaction, engagement, and morale, particularly among our novice nurses. This can be attributed to the absence of a comprehensive mentoring program for new nurses. Typically, new hires are paired with preceptors for a limited duration until they become acclimated to the work environment. Moreover, our leadership team has not placed adequate emphasis on staff well-being and self-care. Employees perceive that the organization does not allocate sufficient resources to foster their professional growth and development.

Proposed Change

– Implementation of a Mentorship Program
– Experienced nurses will mentor novice nurses
– Participation in the program will be voluntary
– Mentors will make deliberate efforts to guide their mentees’ career development
– Foster long-term mentor-mentee relationships
– Bi-weekly discussions on the progress of novice nurses

The proposed change involves the establishment of a mentorship program within our organization. Nurses will be invited to participate in a mentorship program where they can select their mentors, specifically experienced nurses who will provide guidance in their career development. Novice nurses will be paired with willing and experienced mentors who will play an active role in their professional growth. These mentors will consciously support and nurture long-term relationships. Bi-weekly, offsite sessions will allow mentors and novice nurses to engage in open-ended discussions regarding the progress of novice nurses in their roles.

Justifications for the Change

– Mentorship is pivotal for career advancement
– Enhance nurse satisfaction and retention
– Facilitate a seamless transition from novice to experienced nurse
– Mentorship fosters support and integration
– The mentorship program represents a developmental type of change
– The change is at the managerial level

Mentorship programs are essential for career advancement and growth. To enhance the satisfaction and retention of new registered nurses in our organization, we will introduce a mentorship program that guides their transition from novice to experienced nurses. This mentorship will provide vital support and integration, ultimately leading to greater job satisfaction and reduced turnover. Engaging experienced nurses as mentors will be a critical component of the program’s success. Furthermore, the mentorship program represents a developmental change, enhancing existing organizational aspects, and will primarily be at the managerial level. The organization’s leadership team will need to allocate resources to support this initiative’s success.

Assignment: Change Implementation and Management Plan

It is one of the most cliché of clichés, but it nevertheless rings true: The only constant is change. As a nursing professional, you are no doubt aware that success in the healthcare field requires the ability to adapt to change, as the pace of change in healthcare may be without rival.

To Prepare:

 Review the Resources and identify one change that you believe is called for in your
organization/workplace.
o This may be a change necessary to effectively address one or more of the issues
you addressed in the Workplace Environment Assessment you submitted in
Module 4. It may also be a change in response to something not addressed in your
previous efforts. It may be beneficial to discuss your ideas with your
organizational leadership and/or colleagues to help identify and vet these ideas.
 Reflect on how you might implement this change and how you might communicate this
change to organizational leadership.

The Assignment (5-6-minute narrated PowerPoint presentation):

Change Implementation and Management Plan

Create a narrated PowerPoint presentation of 5 or 6 slides with video that presents a
comprehensive plan to implement the change you propose.
Your narrated presentation should be 5–6 minutes in length.
Your Change Implementation and Management Plan should include the following:
 An executive summary of the issues that are currently affecting your
organization/workplace (This can include the work you completed in your Workplace
Environment Assessment previously submitted, if relevant.)
 A description of the change being proposed
 Justifications for the change, including why addressing it will have a positive impact on
your organization/workplace
 Details about the type and scope of the proposed change
 Identification of the stakeholders impacted by the change
 Identification of a change management team (by title/role)
 A plan for communicating the change you propose
 A description of risk mitigation plans you would recommend to address the risks
anticipated by the change you propose

• Communication plan:

○Announce proposed changes through email, staff meetings, and an internal communication platform.

○Encourage employee feedback on the proposed changes, allowing for adjustments based on their input.

• Risk mitigation plans:

○Offer ongoing support, resources, and refresher training for employees to effectively address incivility.

○Continuously monitor the impact of new policies and initiatives, adjusting as needed to optimize effectiveness.

References

• Communication plan:

○Announce proposed changes through email, staff meetings, and an internal communication platform.

○Encourage employee feedback on the proposed changes, allowing for adjustments based on their input.

• Risk mitigation plans:

○Offer ongoing support, resources, and refresher training for employees to effectively address incivility.

○Continuously monitor the impact of new policies and initiatives, adjusting as needed to optimize effectiveness.

By Day 2 of Week 11

Submit your narrated Change Implementation and Management Plan.
Submission and Grading Information

To submit your completed Assignment for review and grading, do the following:
 Please save your Assignment using the naming convention “WK11Assgn+last name+first
initial.(extension)” as the name.
 Click the Week 11 Assignment Rubric to review the Grading Criteria for the
Assignment.
 Click the Week 11 Assignment link. You will also be able to “View Rubric” for grading
criteria from this area.
 Next, from the Attach File area, click on the Browse My Computer button. Find the
document you saved as “WK11Assgn+last name+first initial.(extension)” and click
Open.
 If applicable: From the Plagiarism Tools area, click the checkbox for I agree to submit
my paper(s) to the Global Reference Database.
 Click on the Submit button to complete your submission.

Grading Criteria

To access your rubric:
Week 11 Assignment Rubric

Check Your Assignment Draft for Authenticity

To check your Assignment draft for authenticity:
Submit your Week 11 Assignment draft and review the originality report.

Submit Your Assignment by Day 2 of Week 11

To submit your Assignment:
Week 11 Assignment

Congratulations! After you have finished all of the assignments for this Module, you have
completed the course. Please submit your Course Evaluation by Day 7.

Learning Resources

Required Readings

Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert
clinician to influential leader (2nd ed.). New York, NY: Springer.

 Chapter 8, “Practice Model Design, Implementation, and Evaluation” (pp.
195–246)

Cullen, L., & Adams, S. L. (2012). Planning for implementation of evidence-based practice.
Journal of Nursing Administration, 42(4), 222–230. Retrieved from

https://medcom.uiowa.edu/annsblog/wp-content/uploads/2012/10/JONA-FINAL-Cullen-
2012.pdf

Pollack, J., & Pollack, R. (2015). Using Kotter's eight stage process to manage an organizational
change program: Presentation and practice. Systemic Practice and Action Research, 28(1), 51-
66.
Note: You will access this article from the Walden Library databases.
Seijts, G. H., & Gandz, J. (2016). Transformational change and leader character. Business
Horizons, 61(2), 239-249. https://doi.org/10.1016/j.bushor.2017.11.005
Note: You will access this article from the Walden Library databases.

Tistad, M., Palmcrantz, S., Wallin, L., Ehrenberg, A., Olsson, C. B., Tomson, G., …Eldh, A. C.
(2016). Developing leadership in managers to facilitate the implementation of national guideline
recommendations: A process evaluation of feasibility and usefulness. International Journal of
Health Policy and Management, 5(8), 477–486. doi:10.15171/ijhpm.2016.35. Retrieved from
http://www.ijhpm.com/article_3183_5015382bcf9183a74ef7e79b0a941f65.pdf

Required Media

TEDx. (2013, January). Six keys to leading positive change: Rosabeth Moss Kanter at
TEDxBeaconStreet [Video file]. Retrieved from
https://www.youtube.com/watch?v=owU5aTNPJbs

CHANGE IMPLEMENTATION AND MANAGEMENT PLAN

It is one of the most cliché of clichés, but it nevertheless rings true: The only constant is change. As a nursing professional, you are no doubt aware that success in the healthcare field requires the ability to adapt to change, as the pace of change in healthcare may be without rival.

As a professional, you will be called upon to share expertise, inform, educate, and advocate. Your efforts in these areas can help lead others through change. In this Assignment, you will propose a change within your organization and present a comprehensive plan to implement the change you propose.

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 Resources and identify one change that you believe is called for in your organization/workplace.
  • This may be a change necessary to effectively address one or more of the issues you addressed in the Workplace Environment Assessment you submitted in Module 4. It may also be a change in response to something not addressed in your previous efforts. It may be beneficial to discuss your ideas with your organizational leadership and/or colleagues to help identify and vet these ideas.
• Reflect on how you might implement this change and how you might communicate this change to organizational leadership.

The Assignment (5-6-minute narrated PowerPoint presentation):

Change Implementation and Management Plan

Create a 5- or 6-slide narrated PowerPoint that presents a comprehensive plan to implement changes you propose.

Your narrated presentation should be 5–6 minutes in length.

Your Change Implementation and Management Plan should include the following:

• An executive summary of the issues that are currently affecting your organization/workplace (This can include the work you completed in your Workplace Environment Assessment previously submitted, if relevant.)
• A description of the change being proposed
• Justifications for the change, including why addressing it will have a positive impact on your organization/workplace
• Details about the type and scope of the proposed change
• Identification of the stakeholders impacted by the change
• Identification of a change management team (by title/role)
• A plan for communicating the change you propose
• A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose

Alternate Submission Method

You may also use Kaltura Personal Capture to record your narrated PowerPoint. This option will require you to create your PowerPoint slides first. Then, follow the Personal Capture instructions outlined on the Kaltura Media UploaderLinks to an external site. page. This page will walk you through downloading the tool and help you become familiar with the features of Personal Capture. When you are ready to begin recording, you may turn off the webcam option so that only “Screen” and “Audio” are enabled. Start your recording and then open your PowerPoint to slide show view. Once the recording is complete, follow the instructions found on the “Posting Your Video in the Classroom Guide” found on the Kaltura Media page for instructions on how to submit your video. For this option, in addition to submitting your video, you must also upload your PowerPoint file which must include your speaker notes.

Challenges within our organization are primarily centered on diminishing employee satisfaction, engagement, and morale, particularly among novice nurses. These issues can be primarily attributed to the absence of a comprehensive mentoring program tailored to the needs of our entry-level nurses. Typically, our newly hired personnel are attached to a preceptor for a limited period to help them adapt to the work environment. Additionally, there has been a noticeable lack of emphasis on staff well-being and self-care from the organizational leadership. Many employees perceive that the leadership team hasn’t allocated adequate resources to foster their professional growth and development.

To address these concerns, we propose the establishment of a robust mentorship program within our organization. Nurses will be actively engaged in this program, allowing them to select their mentors, who will predominantly be experienced nurses with the capacity to guide and mentor them throughout their careers. Novice nurses will be thoughtfully paired with these seasoned mentors who have eagerly volunteered to participate in this program. The mentors will take a proactive role in assisting their mentees with career development, thereby fostering enduring professional relationships. At regular intervals, every two weeks, we will organize offsite, one-hour support sessions, enabling open-ended discussions between novice nurses and their mentors to track and support their progress as they transition to more experienced roles.

It is essential to recognize that mentorship programs are instrumental in nurturing career development. By introducing a nurse mentor program, we aim to enhance the satisfaction and retention of our newly registered nurses within the organization. This program will provide a structured pathway for transitioning from novice to experienced nursing roles, and it will create an environment where support and socialization for new nurses are actively encouraged. This initiative is expected to elevate job satisfaction rates and reduce turnover, thereby contributing to mitigating the nursing shortage issue that our organization faces. The involvement of experienced nurses in mentoring and supporting novice nurses through this program will be paramount to its success. Moreover, the mentorship program will ease the transition to employment for our newly registered nurses by providing both technical and emotional support.

The Mentorship program represents a developmental change within our organization. It will enhance and build upon existing organizational components, aiming to improve the organization’s overall processes. This change initiative will primarily operate at the managerial level, necessitating the allocation of resources and support from the organizational leadership to ensure its success.

The stakeholders who will be directly impacted by the Mentorship program include our nurses, the leadership team, and our patients. Novice nurses will experience significant benefits, as they will be paired with experienced nurses who can guide them in applying theoretical knowledge to real-life clinical scenarios. This direct mentorship will contribute to their growth and confidence in their roles.

Our leadership team will be positively impacted as the program is expected to increase nurse job satisfaction and retention rates. This will, in turn, alleviate the challenges of high turnover and nursing shortages currently experienced by the organization. Moreover, our patients will benefit from the enhanced skills and support provided by novice nurses who have had the opportunity to be mentored.

To execute this change, the change management team will consist of the Human Resources (HR) department and nurse supervisors. The HR department will take the lead in implementing the mentorship program and ensure that necessary resources are allocated to support its success. Nurse supervisors will play a crucial role in pairing novice nurses with experienced mentors within their respective units.

The communication of the Mentorship program will be facilitated through internal memos distributed to all hospital units and employees’ work emails. Experienced nurses and novice nurses who wish to participate will be encouraged to submit their names to the HR department. Newly hired nurses will receive information about the program and will have the option to voluntarily enroll.

Anticipated challenges or risks associated with the proposed change include the potential for unrealistic expectations between mentors and mentees. To address this, we will recommend setting clear mentoring objectives and goals at the outset of the program. Additionally, there is the possibility of unfair manipulation on the part of either the mentor or mentee. This will be mitigated by providing proper training to prepare mentors and mentees for their respective roles.

Our organization is actively tackling the challenge of low employee satisfaction, engagement, and morale, particularly among novice nurses. We are taking proactive steps by introducing a mentorship program tailored to address these concerns. This program will pair novice nurses with experienced mentors, providing them with career guidance and emotional support. The overarching goal is to enhance job satisfaction, reduce turnover, and mitigate the nursing shortage issue. The change management team will consist of the HR department and nurse supervisors.

BY DAY 2 OF WEEK 11

Submit your narrated Change Implementation and Management Plan. Review the following submission instructions for the type of submission you choose.

SUBMISSION INFORMATION – NARRATED POWERPOINT

Before submitting your final assignment, you can check your draft for authenticity. To check your draft, access the Turnitin Drafts from the Start Here area.

1. To submit your completed assignment, save your Assignment as WK11Assgn_LastName_Firstinitial
2. Then, click on Start Assignment near the top of the page.
3. Next, click on Upload File and select Submit Assignment for review.

SUBMISSION INFORMATION – KALTURA PERSONAL CAPTURE

To submit your Kaltura media:

1. Click on Start Assignment near the top of the page.
2. Next, click Text Entry and then click the Embed Kaltura Media button.
3. Select your recorded video under My Media.
4. Check the box for the End-User License Agreement and select Submit Assignment for review.

Congratulations! After you have finished all of the assignments for this module, you have completed the course. Please submit your Course Evaluation by Day 7.

Challenges within our organization are primarily centered on diminishing employee satisfaction, engagement, and morale, particularly among novice nurses. These issues can be primarily attributed to the absence of a comprehensive mentoring program tailored to the needs of our entry-level nurses. Typically, our newly hired personnel are attached to a preceptor for a limited period to help them adapt to the work environment. Additionally, there has been a noticeable lack of emphasis on staff well-being and self-care from the organizational leadership. Many employees perceive that the leadership team hasn’t allocated adequate resources to foster their professional growth and development.

To address these concerns, we propose the establishment of a robust mentorship program within our organization. Nurses will be actively engaged in this program, allowing them to select their mentors, who will predominantly be experienced nurses with the capacity to guide and mentor them throughout their careers. Novice nurses will be thoughtfully paired with these seasoned mentors who have eagerly volunteered to participate in this program. The mentors will take a proactive role in assisting their mentees with career development, thereby fostering enduring professional relationships. At regular intervals, every two weeks, we will organize offsite, one-hour support sessions, enabling open-ended discussions between novice nurses and their mentors to track and support their progress as they transition to more experienced roles.

It is essential to recognize that mentorship programs are instrumental in nurturing career development. By introducing a nurse mentor program, we aim to enhance the satisfaction and retention of our newly registered nurses within the organization. This program will provide a structured pathway for transitioning from novice to experienced nursing roles, and it will create an environment where support and socialization for new nurses are actively encouraged. This initiative is expected to elevate job satisfaction rates and reduce turnover, thereby contributing to mitigating the nursing shortage issue that our organization faces. The involvement of experienced nurses in mentoring and supporting novice nurses through this program will be paramount to its success. Moreover, the mentorship program will ease the transition to employment for our newly registered nurses by providing both technical and emotional support.

The Mentorship program represents a developmental change within our organization. It will enhance and build upon existing organizational components, aiming to improve the organization’s overall processes. This change initiative will primarily operate at the managerial level, necessitating the allocation of resources and support from the organizational leadership to ensure its success.

The stakeholders who will be directly impacted by the Mentorship program include our nurses, the leadership team, and our patients. Novice nurses will experience significant benefits, as they will be paired with experienced nurses who can guide them in applying theoretical knowledge to real-life clinical scenarios. This direct mentorship will contribute to their growth and confidence in their roles.

Our leadership team will be positively impacted as the program is expected to increase nurse job satisfaction and retention rates. This will, in turn, alleviate the challenges of high turnover and nursing shortages currently experienced by the organization. Moreover, our patients will benefit from the enhanced skills and support provided by novice nurses who have had the opportunity to be mentored.

To execute this change, the change management team will consist of the Human Resources (HR) department and nurse supervisors. The HR department will take the lead in implementing the mentorship program and ensure that necessary resources are allocated to support its success. Nurse supervisors will play a crucial role in pairing novice nurses with experienced mentors within their respective units.

The communication of the Mentorship program will be facilitated through internal memos distributed to all hospital units and employees’ work emails. Experienced nurses and novice nurses who wish to participate will be encouraged to submit their names to the HR department. Newly hired nurses will receive information about the program and will have the option to voluntarily enroll.

Anticipated challenges or risks associated with the proposed change include the potential for unrealistic expectations between mentors and mentees. To address this, we will recommend setting clear mentoring objectives and goals at the outset of the program. Additionally, there is the possibility of unfair manipulation on the part of either the mentor or mentee. This will be mitigated by providing proper training to prepare mentors and mentees for their respective roles.

Our organization is actively tackling the challenge of low employee satisfaction, engagement, and morale, particularly among novice nurses. We are taking proactive steps by introducing a mentorship program tailored to address these concerns. This program will pair novice nurses with experienced mentors, providing them with career guidance and emotional support. The overarching goal is to enhance job satisfaction, reduce turnover, and mitigate the nursing shortage issue. The change management team will consist of the HR department and nurse supervisors.

References

Buljac-Samardzic, M., Doekhie, K. D., & van Wijngaarden, J. D. (2020). Interventions to improve team effectiveness within health care: a systematic review of the past decade. Human Resources for Health, 18(1), 1-42. https://doi.org/10.1186/s12960-019-0411-3

Compton, L., & Rich, D. (2020). Development of a Nurse Mentorship Program. Journal of Obstetric, Gynecologic & Neonatal Nursing, 49(6), S10. doi:10.1016/j.jogn.2020.09.020

Gyansah, S., & Guantai, K. (2018). Career Development in Organizations: Placing the Organization and Employee on the same pedestal to enhance maximum productivity. May, 17, 95-110.

Weng, Q., & Zhu, L. (2020). Individuals’ career growth within and across organizations: A review and agenda for future research. Journal of Career Development, 47(3), 239-248. https://doi.org/10.1177/0894845320921951

Wissemann, K., Bloxsome, D., De Leo, A., & Bayes, S. (2022). What are the benefits and challenges of mentoring in midwifery? An integrative review. Women’s health (London, England), 18, 17455057221110141. https://doi.org/10.1177/17455057221110141

Proposed Change and Rationale

Welcome to this presentation outlining the change implementation and management plan. In today’s dynamic healthcare environment, nurses are increasingly expected to utilize their evidence-based practice (EBP) skills to identify areas that require improvement and lead their organizations in executing appropriate interventions. The proposed change revolves around the adoption of a cognitive rehearsal approach and training to address the growing issue of workplace incivility in the nursing profession. This initiative aims to reduce workplace incivility by 40% within the facility over a six-month period. By mitigating workplace incivility, this project is poised to yield positive outcomes, including the cultivation of a more favorable work environment and heightened job satisfaction among nurses. As emphasized by Gebregziabher et al. (2020), low turnover rates coupled with elevated job satisfaction empower nurses to approach their work with enthusiasm, thereby ensuring the delivery of high-quality patient care.

Type and Scope of Change

The effectiveness of nurses in their roles and their ability to navigate workplace challenges are intrinsically linked to their skillsets and competencies. The proposed change is inherently problem-centered as it squarely addresses an issue that is impeding patient care and adversely affecting workplace relationships, namely workplace incivility. Specifically, the introduction of cognitive rehearsal training is anticipated to enhance nurses’ capacity to identify and respond to instances of workplace incivility. This, in turn, equips them with the skills to effectively cope with such incivility, as cognitive rehearsal allows nurses to practice addressing these issues and, as a result, respond more adeptly when faced with them in their day-to-day responsibilities (Clark, 2019). In terms of scope, the training program will encompass the entire organization, signifying that all nurses will receive this vital training.

Stakeholders and Change Management Team

Organizational change is inherently collaborative, impacting various individuals and functional areas within the organization. Stakeholders are those individuals or groups directly affected by the change. The first group of stakeholders directly impacted by this change comprises the organizational leaders, as they play a pivotal role in orchestrating the successful implementation of this change initiative. The other primary stakeholder group is the nursing workforce, as cognitive rehearsal training empowers nurses to recognize and address instances of workplace incivility (Kousha et al., 2022). Notably, patients also stand to benefit from this change, as higher job satisfaction among nurses is intrinsically linked to the delivery of high-quality patient care. In the context of change management, organizational leaders are responsible for providing the necessary resources to support the change process, while the project leader guides the implementation and evaluation of the change. The trainers are instrumental in facilitating cognitive rehearsal training.

Communication Plan

Effective communication is central to conveying information within and outside the organization as circumstances dictate. A robust communication plan should be comprehensive, detailing the approach, methods, and the message. In the context of the proposed change, a centralized approach is deemed most effective to ensure the swift dissemination of information. It is imperative to first inform management about the impending change, providing them with a comprehensive understanding of its significance and scope. Additionally, one-on-one communication with organizational leaders is pivotal to ensure they grasp the importance and scale of the impending change. For the broader staff, concise briefings summarizing the project’s key aspects, including its significance, the roles of stakeholders, and the anticipated timeline for implementation, will be utilized to disseminate information effectively.

Risk Mitigation Plan

Risks are an inherent aspect of change projects, varying in type, scope, and potential impact. As elucidated by Ayers (2029), a risk mitigation plan is essential to prepare change leaders adequately for potential risks and to minimize their potential consequences. An effective risk mitigation strategy revolves around the development of a contingency plan, which outlines alternative interventions to be employed should specific risks materialize. The ongoing evaluation of outcomes will enable the change leader and organizational management to gauge whether cognitive rehearsal training is meeting its anticipated objectives or if certain areas require further attention. Furthermore, fostering an environment of open communication is critical, allowing nurses, who are the primary beneficiaries of this training, to articulate any concerns or discomfort they may experience. Such transparent communication ensures that any issues that might impede the project’s implementation and outcomes can be addressed promptly and effectively.