NUR 514: Implementing Change With an Interprofessional Approach Presentation
Healthcare organizations employ a variety of strategies to enhance health outcomes. Practice change, in particular, is a method that strives to improve health outcomes by addressing performance gaps and introducing new processes (Busetto et al., 2018). Nevertheless, implementing change doesn’t always unfold as planned, which can have profound repercussions on financial resources and workplace relationships. Therefore, the objective of this presentation is to elucidate a scenario in which change deviated from the intended course within a workplace, and to delineate the steps that should have been undertaken to effect change successfully. Central areas of discussion encompass the contextual backdrop of the situation, the role of the nurse as a catalyst for change, and the crucial stakeholders in change management. Additional topics include a presentation of change theory, the repercussions of unsuccessful change, and factors that drive forthcoming organizational change.
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The situation where change diverged from its intended path revolved around the implementation of a zero-tolerance policy within the organization, a response to the escalating instances of workplace bullying. As Mrayyan (2018) emphasized, a zero-tolerance stance towards workplace violence empowers nurses not to endure such behavior and to report it promptly when encountered. The law also imposes stringent penalties on those who perpetrate acts of violence, including bullying, against healthcare providers. Like other practice change endeavors, the nursing staff needed to be adequately prepared for this policy change to wholeheartedly embrace it. Unfortunately, the management introduced the policy abruptly, diminishing the staff’s commitment to its full implementation. Consequently, the expected outcomes were not achieved.
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Healthcare professionals should operate in safe care environments to provide high-quality patient care. According to Al-Ghabeesh and Qattom (2019), bullying detrimentally affects the health and productivity of nurses, as it undermines their emotional well-being and increases their inclination to leave their profession. Hence, a zero-tolerance policy regarding bullying serves as a practical intervention to enhance employee productivity and safeguard nurses from the adverse consequences of workplace incivility. Homayuni et al. (2021) discovered that bullying is associated with depression and distress in nurses, which undermines interprofessional collaboration and their ability to deliver quality care. A zero-tolerance policy protects the staff from such health risks and ensures civil conduct among employees as they work together to achieve common goals.
Nurse leaders should initiate and guide practice change endeavors, anticipating multi-dimensional impacts. Practice change, achieved through the implementation of zero-tolerance policies, can foster ethical conduct among nurses, characterized by behaviors that prevent harm and hold employees accountable for their actions. From a social perspective, nursing practice occurs within social environments comprising diverse healthcare professionals. Preventing behaviors that impede teamwork and cooperation is pivotal in fostering healthy relationships among diverse teams. Mrayyan (2018) underscored the significance of a zero-tolerance policy in averting costly medical errors. The prevention of such errors also mitigates legal issues arising from patient harm, enhances the organization’s reputation, and bolsters its relationships with partners.
The role of the advanced registered nurse as a change agent is paramount in the continuous enhancement of patient care outcomes. As asserted by Rafferty (2018), nurses and nurse leaders are intricately involved in patient care, and their influence, skills, and guidance are invaluable in change implementation. Their skills are exhibited through the ongoing assessment of practice gaps and the introduction of interventions to improve performance. Nurse leaders also leverage their knowledge and expertise to champion evidence-based innovations and lead behavior change initiatives, including zero-tolerance policies, motivational programs, and infection control measures. Their roles further encompass designing and advocating for health policies, mentoring nurses to embrace change and reduce resistance to new practices.
Stakeholders play a pivotal role in the process of change implementation. The nature, direction, and success of organizational change hinge on stakeholder engagement, participation, and support (Jasinska, 2020). One of the primary stakeholders involved in change efforts is the caregiving team, comprising nurses and physicians, as they are indispensable to the execution of many practice changes. The organization’s management plays a crucial role by providing the necessary resources and preparing the organization for change. Other stakeholders, each with their unique roles, include patients, partners and suppliers, political and legal representatives, and accreditation agencies. These stakeholders must be adequately informed about organizational practices to assess whether the organization upholds the standards of care quality and patient safety, as professionally mandated.
As demonstrated in this presentation, the ultimate goal of practice change is the optimization of health outcomes. Therefore, nurse leaders and other advanced practice healthcare professionals must continuously assess performance gaps, encourage innovation, and lead behavior change initiatives. Given that practice change should follow a systematic and procedural approach, advanced registered nurses should initiate change by adhering to theoretical guidelines. Kurt Lewin’s change management theory can be applied to introduce change within the organization for the best results. It underscores the importance of change preparation and sustainability, both critical elements for successful change. Other drivers of change within the organization include management investment in innovation and employee growth and development programs.
NUR 514: Implementing Change With an Interprofessional Approach Presentation References
- Al-Ghabeesh, S. H., & Qattom, H. (2019). Workplace bullying and its preventive measures and productivity among emergency department nurses. Israel Journal of Health Policy Research, 8(1), 1-9. https://doi.org/10.1186/s12913-019-4268-x
- Busetto, L., Luijkx, K., Calciolari, S., Ortiz, L. G. G., & Vrijhoef, H. J. M. (2018). Barriers and facilitators to workforce changes in integrated care. International Journal of Integrated Care, 18(2), 1-13. http://doi.org/10.5334/ijic.3587
- Deborah, O. K. (2018). Lewin’s theory of change: Applicability of its principles in a contemporary organization. Journal of Strategic Management, 2(5), 1-11. https://stratfordjournals.org/journals/index.php/journal-of-strategic-management/article/download/229/274
- Homayuni, A., Hosseini, Z., Aghamolaei, T., & Shahini, S. (2021). Which nurses are victims of bullying: the role of negative affect, core self-evaluations, role conflict and bullying in the nursing staff. BMC Nursing, 20(1), 1-9. https://doi.org/10.1186/s12912-021-00578-3
- 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
- Jasinska, J. (2020). Stakeholders identification affecting the scope and the changes in the health care system. Frontiers, 1(03), 1-15. doi: 10.2020/fmcr/000013120
- Mrayyan, M. (2018). Work place violence: A “zero tolerance” policy. EuroMediterranean Biomedical Journal, 13(16), 078-079. 10.3269/1970-5492.2018.13.16
- Mutonyi, B. R., Slåtten, T., & Lien, G. (2021). Fostering innovative behavior in health organizations: a PLS-SEM analysis of Norwegian hospital employees. BMC Health Services Research, 21(1), 1-15. https://doi.org/10.1186/s12913-021-06505-1
- Rafferty, A. M. (2018). Nurses as change agents for a better future in health care: the politics of drift and dilution. Health Economics, Policy and Law, 13(3-4), 475-491. https://doi.org/10.1017/S1744133117000482
- Snow, F. (2019). Creativity and innovation: An essential competency for the nurse leader. Nursing Administration Quarterly, 43(4), 306–312. https://doi.org/10.1097/NAQ.0000000000000367
Description
Assessment Description
As an advanced registered nurse, you will serve as a leader within your organization. Part of this role will entail being a change agent and spurring positive change on behalf of patients, colleagues, and the industry.
Consider a situation you experienced previously where change did not go as planned in your health care organization. Create a 13-15-slide PowerPoint presentation in which you will assess the situation and the steps that should have been taken to successfully implement change. Create speaker notes of 100-250 words for each slide. Include an additional slide for the title and references. For the presentation of your PowerPoint, use Loom to create a voice-over or a video. Refer to the topic Resources for additional guidance on recording your presentation with Loom. Include an additional slide for the Loom link at the beginning and another at the end for References.
Title Page (1 Slide)
Body (13-15 Slides)
References (1 Slide)
Include the following in your presentation:
- Describe the background of the situation and the rationale for and goal(s) of the change. Consider the ethical, social, legal, economic, and political implications of practice change in your response.
- Outline the advanced registered nurse’s role as change agent within the interprofessional and dynamic health care environment.
- Identify the key interprofessional stakeholders (both internal and external) that should be involved in change efforts.
- Discuss an appropriate change theory or model that could be used to achieve results. Explain why the theory or model selected is best for the situation. Include the ethical, social, legal, economic, and political implications of applying the change management strategies to practice change in your response.
- As an advanced registered nurse, outline how you would initiate the change.
- Describe the impact to the organization if the change initiative is unsuccessful again, and potential steps the interprofessional team could take if the change is unsuccessful.
- Predict what additional factors will drive upcoming organizational change for the organization and outline the advanced registered nurse’s role as change agent.
NUR 514: Enacting Change Through an Interprofessional Approach Presentation
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