This document discusses theories and concepts related to nursing management, including power, change, innovation, and conflict management. It defines key terms, identifies sources of power for nurses, and describes traditional change theories like Lewin's force field model. The document also discusses how to promote change, responses to change, types of innovation, and methods for managing conflicts that can arise during times of change. The overall goal is to help nursing managers understand and apply these important aspects of leadership.
Change management is a structured approach to transitioning organizations from their current state to a desired future state. There are several models of change management including Lewin's unfreeze-change-refreeze model, the ADKAR model with its five building blocks, and dynamic conservatism which explores an organization's inherent resistance to constant change. Organizational change management includes processes for managing the human aspect of change through techniques like creating change strategies, engaging leaders, building awareness, and sustaining changes.
Change management 2015 july richard k. wanyama lectureRichard K. Wanyama
Great ideas on fostering change in business and nonprofit settings. This is one of the challenging leadership and management aspects in Africa. These are simple ideas that deliver great results when followed methodically. They can give African leaders and manager better outcomes.
This document discusses various theories and models of change including:
- Lewin's 3-stage model of change involving unfreezing, changing, and refreezing.
- Roger's 5-stage model involving awareness, interest, evaluation, implementation, and adoption.
- Reddin's 7 techniques for accomplishing change including diagnosis, mutual goal setting, and resistance interpretation.
- Havlock's 6 aspects model involving establishing relationships, diagnosing needs, acquiring resources, selecting pathways, establishing changes, and maintaining changes.
The theories are applied to organizational change and examples are given of implementing changes in nursing practice.
This document provides an outline for a presentation on change management. It begins with an introduction to change management, defining it and discussing change agents and types of change. It then covers aims and targets of change management, principles of change management, and Kotter's eight steps for successful change. Finally, it discusses change processes and theories, the change management process, and managing resistance to change. The objectives are to define change management and discuss frameworks for managing organizational and personal change.
Nursing informatics integrates nursing, computer science, and information science. It aims to promote health through information and communication technologies. Theory is important for nursing informatics as an emerging discipline. Kurt Lewin's change theory and diffusion of innovation theory can be applied to nursing informatics. Lewin's theory involves three stages - unfreezing, changing, and refreezing. Diffusion of innovation theory explains how innovations spread through populations over time. Both theories can help understand and guide changes in nursing informatics.
This document discusses planning for change and change management. It provides definitions for key terms like planned change and change agent. It also outlines several models for managing change, including Lewin's three-stage model of change involving unfreezing, moving to a new level, and refreezing. The document also discusses Lippitt's seven phases of change theory and different types of changes. Overall, the document emphasizes the importance of thoughtful planning, involvement of stakeholders, and making changes realistic and measurable when managing organizational change.
Change management is a structured approach to transitioning organizations from their current state to a desired future state. There are several models of change management including Lewin's unfreeze-change-refreeze model, the ADKAR model with its five building blocks, and dynamic conservatism which explores an organization's inherent resistance to constant change. Organizational change management includes processes for managing the human aspect of change through techniques like creating change strategies, engaging leaders, building awareness, and sustaining changes.
Change management 2015 july richard k. wanyama lectureRichard K. Wanyama
Great ideas on fostering change in business and nonprofit settings. This is one of the challenging leadership and management aspects in Africa. These are simple ideas that deliver great results when followed methodically. They can give African leaders and manager better outcomes.
This document discusses various theories and models of change including:
- Lewin's 3-stage model of change involving unfreezing, changing, and refreezing.
- Roger's 5-stage model involving awareness, interest, evaluation, implementation, and adoption.
- Reddin's 7 techniques for accomplishing change including diagnosis, mutual goal setting, and resistance interpretation.
- Havlock's 6 aspects model involving establishing relationships, diagnosing needs, acquiring resources, selecting pathways, establishing changes, and maintaining changes.
The theories are applied to organizational change and examples are given of implementing changes in nursing practice.
This document provides an outline for a presentation on change management. It begins with an introduction to change management, defining it and discussing change agents and types of change. It then covers aims and targets of change management, principles of change management, and Kotter's eight steps for successful change. Finally, it discusses change processes and theories, the change management process, and managing resistance to change. The objectives are to define change management and discuss frameworks for managing organizational and personal change.
Nursing informatics integrates nursing, computer science, and information science. It aims to promote health through information and communication technologies. Theory is important for nursing informatics as an emerging discipline. Kurt Lewin's change theory and diffusion of innovation theory can be applied to nursing informatics. Lewin's theory involves three stages - unfreezing, changing, and refreezing. Diffusion of innovation theory explains how innovations spread through populations over time. Both theories can help understand and guide changes in nursing informatics.
This document discusses planning for change and change management. It provides definitions for key terms like planned change and change agent. It also outlines several models for managing change, including Lewin's three-stage model of change involving unfreezing, moving to a new level, and refreezing. The document also discusses Lippitt's seven phases of change theory and different types of changes. Overall, the document emphasizes the importance of thoughtful planning, involvement of stakeholders, and making changes realistic and measurable when managing organizational change.
Planned Change in a Department or UnitHealth care organizations ar.docxrosacrosdale
Planned Change in a Department or Unit
Health care organizations are continuously immersed in change from the emergence of new policies, to promote quality care and improve patient safety to keeping pace with the rapid growth in knowledge and best practices. Establishing a solid framework for planning and implementing change is a wise move, as it provides a foundation for the extensive coordination that will be needed to successfully facilitate the change.
For this Assignment, you propose a change at the department or unit level and develop a plan for guiding the change effort.
To prepare:
·
Review Chapter 8 in the course text. Focus on Kurt Lewin’s change theory, and contrast it with other classic change models and strategies.
·
Reflect on problems, inefficiencies, and critical issues within a specific department, unit, or area in your organization or one with which you are familiar. Select one issue as a focal point for this assignment, and consider a change that could be made to address the issue.
·
Think about how the change would align with the organization’s mission, vision, and values as well as relevant professional standards.
·
Using one of the change models or strategies discussed in Chapter 8, begin formulating a plan for implementing the change within the department/unit. Outline the steps that you and/or others should follow to facilitate the change effort. Align these steps to the change model or strategy you selected.
·
Determine who should be involved in initiating and managing the change. Consider the skills and characteristics that are necessary to facilitate this change effort.
To complete:
Write a 3- to 5-page paper (page count does not include title and reference page) that addresses the following:
1.
Identify a problem, inefficiency, or issue within a specific department/unit.
2.
Describe a specific, realistic change that could be made to address the issue.
3.
Summarize how the change would align with the organization’s mission, vision, and values as well as relevant professional standards.
4.
Identify a change model or strategy to guide your planning for implementing the change. Provide a rationale for your selection.
5.
Outline the steps that you and/or others would follow to facilitate the change. Align these steps to your selected change model or strategy.
6.
Explain who would be involved in initiating and managing this change. Describe the skills and characteristics that would be necessary to facilitate the change effort.
REMINDERS:
·
Kindly put introduction, purpose of the paper, body of the paper (6 headings addressed the 6 questions), summary/conclusion, and references (Put headings on it).
·
Kindly follow APA format for the citation and references! References should be between the period of 2011 and 2016.
·
Please utilize my resources below at least three references on the list and you can add more in your own resources…
RESOURCES
Readings
·
Marquis, B. L., & Huston, C. J. (2015).
Leadership rol.
Here are the answers to the multiple choice questions:
1. D
2. A
3. D
4. C
5. D
The nurse would suggest that significant benefits to an organization that implements shared governance include:
- Increased nurse satisfaction and retention. Shared governance gives nurses more autonomy and input, which leads to higher job satisfaction.
- Improved patient outcomes. When nurses have more control over their practice, it allows them to spend more time with patients to deliver higher quality care.
- Better utilization of nursing skills and knowledge. In a shared governance model, nurses are able to practice to the full scope of their education and training.
- More collaboration between nurses and management. Shared
This document provides an overview of change management concepts. It discusses what change is, types of change, forces of change, and what change management is. It describes Lewin's three-stage model of change - unfreezing, changing, and refreezing. It also discusses the systems approach to change management, which views change through inputs, target elements, and outputs in an organizational system. The key models and concepts around understanding and managing organizational change are presented.
Change is a constant in organizations and effective change management is important for success. Models like Lewin's three-stage model of unfreezing, changing and refreezing and Prosci's ADKAR model provide frameworks. Radiant Wellness Center applied Lewin's model when transitioning from paper to electronic medical records. Management first helped staff understand benefits of change, then supported transition, and finally reinforced electronic records as the new norm. Managing change well requires clear communication and addressing employee concerns.
Integrated Health Psychology - Supervision in Training Part IIMichael Changaris
This presentation explored core aspects of supervision for health psychologists. This presentation focuses on relationships, training the treating professional, addressing cultural factors and giving feedback to interns/trainees.
Nurses as Leaders and Managers for Staff, High Quality Patient Care.pptxAhmad Al-Sadi
This document discusses nurses as leaders and managers for high quality patient care. It begins by outlining 9 learning objectives related to leadership theories, roles and responsibilities, management vs leadership, followership, finances influencing care quality and staffing, ethics, and the Future of Nursing campaign. It then discusses leadership being taught rather than innate, and calls for nursing education to incorporate leadership. Key initiatives like QSEN and the Future of Nursing campaign are also summarized. The roles of formal vs informal leadership and the distinctions between leadership and management are outlined.
Week 1Be sure to read the lecture notes thoroughly, as they .docxmelbruce90096
Week 1
Be sure to read the lecture notes thoroughly, as they supplement the information offered in your textbook. You will be responsible to know the information provided here and in your assigned reading.
Health Care is Evolving
The way we once delivered health care services, is much different than the way we do today. Where we once focused on individual patients and treating illness, today we focus on groups of patients and promoting wellness. Because of the environment in which we operate today, we strive to provide high quality services to patients in the most appropriate way that we can. Many procedures and treatments that once required an overnight stay are now done on an outpatient basis. Patient care is provided using health care teams and an integrated approach. Patients themselves are becoming more and more active in their own health care.
A variety of forces are impacting our health care delivery system and have caused this paradigm shift. Some of these include:
Forces
· Pay for performance based systems
· Technological advances
· Aging population and associated increase in chronic illness
· Diversifying population
· Supply and demand of heath professionals
· Social morbidity
· Advances in information technology and information sharing
· Globalization
In today's health care system we have a variety of organizations that provide care to patients. This includes providers, supplier organizations, and payers. No matter what type of health care organization we are talking about, the same basic processes must be accomplished by each of them.
Basic Organizational Processes
A health care organization must provide a product or service. Acquiring and maintaining physical and human infrastructure such as office space, laboratory equipment, and employees is necessary to operate and produce the product or service. To do this most effectively, the organization must consider its relationship to the environment in which it operates.
Every organization also needs management and governance. Management plans, organizes, directs, and controls, while governance oversees management and the organization as a whole. Governance helps to provide the strategic direction for the organization and holds it accountable for patient outcomes, treatment effectiveness, patient satisfaction, cost containment, and ethical and appropriate use of resources.
An organization must also be able to adapt to changing conditions both internal and external to it. This function is critical to organization success in today's rapidly changing health care environment.
Processes
· Production
· Boundary spanning
· Maintenance
· Adaptation
· Management
· Governance
Areas of Managerial Activity
The position of a health services manager encompasses many different activities. These activities can be looked at using either a micro approach or a macro approach. The micro approach looks at the individuals within an organization and issues such as motivation, leadership, groups and teams, .
1Running head CHANGE MANAGEMENT PROPOSAL2CHANGE M.docxdrennanmicah
1
Running head: CHANGE MANAGEMENT PROPOSAL
2
CHANGE MANAGEMENT PROPOSAL
Change Management Proposal
HR006: Leadership, System Thinking, and Change Management
Yasmin Abdulghafour
Walden University Comment by Dr. Steve: Yasmin – this report is intended to be one paper (two parts) – please combine your Part I and Part II into a single document when you re-submit.
Executive Summary
Organizational change is the process in which any organization brings or desires to bring changes in its organizational culture, structure, strategies, functions or technologies to cause the change within the company to achieve certain goals and improve the overall performance of the company. This study is based on proposing a change management model for Ronald Reagan UCLA medical Medical center Center which is located in Los Angeles. UCLA medical Medical center Center is focused on continuously improving its services by implementing the concept of “True North” which suggests to improve and idealize different aspect of services including quality, equity, care experience, safety, financial stewardship, and workforce development and care.
This change management proposal recommends the use of Kotter's 8-step change model to bring the change in the organizational culture of the UCLA Health System. This proposal also highlights the role of communication in bringing change in the organization. Moreover, this study suggests the strategies to motivate employees to embrace the process of change and recommends the training strategies that can be used to implement the process of change successfully. This study also provides a guideline of how the change process can be evaluated and measured on the basis of organizational and individual performances. Comment by Dr. Steve: Good
Change Management Proposal
Introduction of the Organization
Ronald Reagan UCLA medical Medical centerCenter, a 520-bed facility, is a medical service providing organization located in Los Angeles. It was founded in 1955 and initially started as UCLA medical Medical center Center but, later it became Ronald Reagan UCLA Medical center Center in 2008. The medical center has highly qualified staff which provides 24 hours of medical services. This center offers many clinical services including cancer services, cardiovascular services, pediatric services, transplantation facilities, men and women health services, and weight management programs, etc. the facility has about ten 10 floors, and every floor contains dialysis storage, satellite pharmacy, respiratory therapy workrooms, and restrooms for doctors and residents. What is your resource for this information? Comment by Dr. Steve: Run on sentence – try re-writing this as two sentences
The mission of UCLA health Health is to deliver timely and leading research, education, and patient care. It is aimed at healing humankind by providing medical services and acts of kindness. UCLA Health is focused on providing the best health care services throu.
Change ModelsDifferent models have been developed to help plan f.docxsleeperharwell
Change Models
Different models have been developed to help plan for and implement change. Change has been studied from the conceptual approach, such as "what," as well as from the process approach of "how."
The conceptual models of change usually concentrate on content and strategic initiatives. On the other hand, process models focus on the sequence of events necessary to effect organizational change by focusing on the stages and steps of implementation.
Develop Contextual Issues of the Change
Once the need for change and the cause for implementation have been established, the contextual issues of the change can be developed to help evaluate the extent of change that an organization can implement with the resources available. Factors to consider during this process include:
· Readiness of the organization
· Culture of the organization
· Systems issues
· Amount of resistance that might be involved
Communicate the Vision to Employees
Once the vision for the change has been developed, the leaders should communicate the vision to employees. The vision should be clearly articulated, including how the change will impact the employees. This can be difficult when the change will have a negative impact on employees, but it is better for employees to understand the change than to be in the dark.
When change is implemented and individuals' employment is affected, it may be best for leaders to hold off and not communicate any reductions in force until it is necessary for the employees to know. Any change in employee status can be hard for everyone, including the employees who are staying. Both groups of employees need careful communication and support while going through the transitions.
Plan Strategies and Develop Criteria
Once the reason for the change has been communicated, implementation strategies should be considered. This is an opportunity for the leadership to involve the workforce as the workforce can be instrumental in developing the implementation strategies. As the implementation strategies are being formed, how the outcomes would be measured should be considered. How will an organization know when the change is finished and successful? If the organization includes outcome measures (e.g., increase in market share and decrease in costs) in its planning, it will help those implanting the change to know what constitutes success.
Implement and Monitor
Change can then be implemented, monitored, and managed to ensure that sequential steps are taken and continuous feedback is available.
While there are several steps for managing and monitoring change, most change processes will follow this type of model. On the other hand, conceptual models of change emphasize the mental constructs and sense making of the change
Change Process Models
There are several change models that can be used to implement a change effort. The process models are often used because they provide leaders and organizations with a sequential approach to cha.
The document describes several models of organizational change:
1. The stages of change process model outlines three stages: unfreezing, changing, and refreezing. Unfreezing involves creating motivation for change through disconfirmation or anxiety. Changing involves learning new concepts through role models or trial and error. Refreezing internalizes the changes.
2. Bullock and Batten's integrative model has four phases: exploration of need for change, planning changes, implementing actions, and integrating changes.
3. The action research model is cyclical, with problem identification, data gathering, feedback, diagnosis, planning, action, and evaluation repeating in ongoing cycles.
4. The Burke-Litwin
The document discusses the change process for schools, organizations, and individuals. It explains that change is a process, not an event, and can be planned or unplanned. It also discusses factors that affect the change process like capacity for change. The key steps in the change process include establishing a vision, determining the current state, and identifying a process to achieve the vision. It also classifies changes as first-order/continuous or second-order/discontinuous. Several theories that inform the change process are described like force field analysis and strategies like empirical-rational, normative-re-educative, and power-coercive. The primary purpose of change in schools is to improve instruction.
The document outlines strategies for managing change including defining objectives, understanding different types of change, and what managers can change. It discusses planned and unplanned change, and strategies for effecting change such as empirical, normative-reeducative, and power-coercive strategies. Types of change covered include coercive, imitative, indoctrination, interactional, natural, socialization, and technocratic. The document also discusses resistance to change and how effective managed change can lead to improvements in patient services, morale, productivity, and meeting needs.
organizational change and stress managementShaheen kousar
Organizational change can be caused by factors like new technology, economic conditions, and increased competition. Planned change involves intentional, goal-oriented activities managed by change agents. Resistance to change stems from employees perceiving threats from changes. Managing resistance involves education, participation, building support, fair implementation, and addressing underlying causes of resistance. Creating a culture of innovation and a learning organization can help an organization embrace necessary changes. Both individual and organizational approaches are needed to effectively manage work stress.
Benchmark change initiative implementation, evaluation, and susssuser454af01
The document outlines requirements for an assignment evaluating a proposed change initiative within Prime Healthcare Organization. It instructs the student to identify an area within the organization that would benefit from change, discuss issues and outcomes, identify internal and external driving forces, evaluate stakeholders, develop a change model and strategies, address barriers, and propose evaluation and sustainability methods. It also provides the mission and values of Prime Healthcare Organization as context.
This document discusses leadership approaches and models for leading organizational change. It covers transformational leadership, charismatic leadership, and rational and emotional approaches to change. Some key points made include:
- Transformational leaders motivate followers through an inspiring vision and consideration of individuals' needs, while transactional leaders use rewards and punishments.
- Charismatic leadership depends more on followers' perceptions of the leader than the leader's actual traits. Situational factors like crises can influence whether a leader is seen as charismatic.
- The rational approach to change emphasizes planning while the emotional approach leverages relationships and crises to drive change. Both can work but the best approach depends on the situation and leader's skills.
Nurses as Leaders and Managers for Staff, High Quality Patient CareAhmad Al-Sadi
This document discusses the importance of nursing leadership and management for high quality patient care. It defines key leadership concepts and theories that can help nurses lead at all levels of practice. The document outlines major initiatives like QSEN and the Future of Nursing that call for every nurse to function as a leader. It emphasizes that leadership can be taught and cultivated to directly and indirectly impact safety and quality.
Chapter 4 leading change and innovationMohsin Akhtar
Leading change and innovation
1.roles and attitudes
2. technology
3. strategy
4. economic or people
change process
stages in change process
stages in reaction to change
prior experience and resistance to change
reasons for accepting or rejecting change
Nursing theories provide a framework for nursing practice, education, research, and management. They describe concepts like person, health, environment, and nursing that are important to the nursing profession. A theory consists of concepts, definitions, assumptions, and propositions that explain relationships between concepts. Developing nursing theories helps nursing establish a unique body of knowledge and distinguishes its practice from other professions. Theories guide the assessment, intervention, and evaluation of nursing care.
This document provides a summary of a white paper titled "Collaborative Healthcare Leadership: A Six-Part Model for Adapting and Thriving During a Time of Transformative Change". The white paper proposes a six-part model for healthcare organizations to develop leadership strategies to adapt to rapid changes in the industry. The six essential organizational capabilities in the model are: 1) Collaborative Patient Care Teams, 2) Resource Stewardship, 3) Talent Transformation, 4) Boundary Spanning, 5) Capacity for Complexity, Innovation and Change, and 6) Employee Engagement and Well-being. For each capability, the document outlines the challenges healthcare organizations face in that area and identifies key leadership practices to address
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Planned Change in a Department or UnitHealth care organizations ar.docxrosacrosdale
Planned Change in a Department or Unit
Health care organizations are continuously immersed in change from the emergence of new policies, to promote quality care and improve patient safety to keeping pace with the rapid growth in knowledge and best practices. Establishing a solid framework for planning and implementing change is a wise move, as it provides a foundation for the extensive coordination that will be needed to successfully facilitate the change.
For this Assignment, you propose a change at the department or unit level and develop a plan for guiding the change effort.
To prepare:
·
Review Chapter 8 in the course text. Focus on Kurt Lewin’s change theory, and contrast it with other classic change models and strategies.
·
Reflect on problems, inefficiencies, and critical issues within a specific department, unit, or area in your organization or one with which you are familiar. Select one issue as a focal point for this assignment, and consider a change that could be made to address the issue.
·
Think about how the change would align with the organization’s mission, vision, and values as well as relevant professional standards.
·
Using one of the change models or strategies discussed in Chapter 8, begin formulating a plan for implementing the change within the department/unit. Outline the steps that you and/or others should follow to facilitate the change effort. Align these steps to the change model or strategy you selected.
·
Determine who should be involved in initiating and managing the change. Consider the skills and characteristics that are necessary to facilitate this change effort.
To complete:
Write a 3- to 5-page paper (page count does not include title and reference page) that addresses the following:
1.
Identify a problem, inefficiency, or issue within a specific department/unit.
2.
Describe a specific, realistic change that could be made to address the issue.
3.
Summarize how the change would align with the organization’s mission, vision, and values as well as relevant professional standards.
4.
Identify a change model or strategy to guide your planning for implementing the change. Provide a rationale for your selection.
5.
Outline the steps that you and/or others would follow to facilitate the change. Align these steps to your selected change model or strategy.
6.
Explain who would be involved in initiating and managing this change. Describe the skills and characteristics that would be necessary to facilitate the change effort.
REMINDERS:
·
Kindly put introduction, purpose of the paper, body of the paper (6 headings addressed the 6 questions), summary/conclusion, and references (Put headings on it).
·
Kindly follow APA format for the citation and references! References should be between the period of 2011 and 2016.
·
Please utilize my resources below at least three references on the list and you can add more in your own resources…
RESOURCES
Readings
·
Marquis, B. L., & Huston, C. J. (2015).
Leadership rol.
Here are the answers to the multiple choice questions:
1. D
2. A
3. D
4. C
5. D
The nurse would suggest that significant benefits to an organization that implements shared governance include:
- Increased nurse satisfaction and retention. Shared governance gives nurses more autonomy and input, which leads to higher job satisfaction.
- Improved patient outcomes. When nurses have more control over their practice, it allows them to spend more time with patients to deliver higher quality care.
- Better utilization of nursing skills and knowledge. In a shared governance model, nurses are able to practice to the full scope of their education and training.
- More collaboration between nurses and management. Shared
This document provides an overview of change management concepts. It discusses what change is, types of change, forces of change, and what change management is. It describes Lewin's three-stage model of change - unfreezing, changing, and refreezing. It also discusses the systems approach to change management, which views change through inputs, target elements, and outputs in an organizational system. The key models and concepts around understanding and managing organizational change are presented.
Change is a constant in organizations and effective change management is important for success. Models like Lewin's three-stage model of unfreezing, changing and refreezing and Prosci's ADKAR model provide frameworks. Radiant Wellness Center applied Lewin's model when transitioning from paper to electronic medical records. Management first helped staff understand benefits of change, then supported transition, and finally reinforced electronic records as the new norm. Managing change well requires clear communication and addressing employee concerns.
Integrated Health Psychology - Supervision in Training Part IIMichael Changaris
This presentation explored core aspects of supervision for health psychologists. This presentation focuses on relationships, training the treating professional, addressing cultural factors and giving feedback to interns/trainees.
Nurses as Leaders and Managers for Staff, High Quality Patient Care.pptxAhmad Al-Sadi
This document discusses nurses as leaders and managers for high quality patient care. It begins by outlining 9 learning objectives related to leadership theories, roles and responsibilities, management vs leadership, followership, finances influencing care quality and staffing, ethics, and the Future of Nursing campaign. It then discusses leadership being taught rather than innate, and calls for nursing education to incorporate leadership. Key initiatives like QSEN and the Future of Nursing campaign are also summarized. The roles of formal vs informal leadership and the distinctions between leadership and management are outlined.
Week 1Be sure to read the lecture notes thoroughly, as they .docxmelbruce90096
Week 1
Be sure to read the lecture notes thoroughly, as they supplement the information offered in your textbook. You will be responsible to know the information provided here and in your assigned reading.
Health Care is Evolving
The way we once delivered health care services, is much different than the way we do today. Where we once focused on individual patients and treating illness, today we focus on groups of patients and promoting wellness. Because of the environment in which we operate today, we strive to provide high quality services to patients in the most appropriate way that we can. Many procedures and treatments that once required an overnight stay are now done on an outpatient basis. Patient care is provided using health care teams and an integrated approach. Patients themselves are becoming more and more active in their own health care.
A variety of forces are impacting our health care delivery system and have caused this paradigm shift. Some of these include:
Forces
· Pay for performance based systems
· Technological advances
· Aging population and associated increase in chronic illness
· Diversifying population
· Supply and demand of heath professionals
· Social morbidity
· Advances in information technology and information sharing
· Globalization
In today's health care system we have a variety of organizations that provide care to patients. This includes providers, supplier organizations, and payers. No matter what type of health care organization we are talking about, the same basic processes must be accomplished by each of them.
Basic Organizational Processes
A health care organization must provide a product or service. Acquiring and maintaining physical and human infrastructure such as office space, laboratory equipment, and employees is necessary to operate and produce the product or service. To do this most effectively, the organization must consider its relationship to the environment in which it operates.
Every organization also needs management and governance. Management plans, organizes, directs, and controls, while governance oversees management and the organization as a whole. Governance helps to provide the strategic direction for the organization and holds it accountable for patient outcomes, treatment effectiveness, patient satisfaction, cost containment, and ethical and appropriate use of resources.
An organization must also be able to adapt to changing conditions both internal and external to it. This function is critical to organization success in today's rapidly changing health care environment.
Processes
· Production
· Boundary spanning
· Maintenance
· Adaptation
· Management
· Governance
Areas of Managerial Activity
The position of a health services manager encompasses many different activities. These activities can be looked at using either a micro approach or a macro approach. The micro approach looks at the individuals within an organization and issues such as motivation, leadership, groups and teams, .
1Running head CHANGE MANAGEMENT PROPOSAL2CHANGE M.docxdrennanmicah
1
Running head: CHANGE MANAGEMENT PROPOSAL
2
CHANGE MANAGEMENT PROPOSAL
Change Management Proposal
HR006: Leadership, System Thinking, and Change Management
Yasmin Abdulghafour
Walden University Comment by Dr. Steve: Yasmin – this report is intended to be one paper (two parts) – please combine your Part I and Part II into a single document when you re-submit.
Executive Summary
Organizational change is the process in which any organization brings or desires to bring changes in its organizational culture, structure, strategies, functions or technologies to cause the change within the company to achieve certain goals and improve the overall performance of the company. This study is based on proposing a change management model for Ronald Reagan UCLA medical Medical center Center which is located in Los Angeles. UCLA medical Medical center Center is focused on continuously improving its services by implementing the concept of “True North” which suggests to improve and idealize different aspect of services including quality, equity, care experience, safety, financial stewardship, and workforce development and care.
This change management proposal recommends the use of Kotter's 8-step change model to bring the change in the organizational culture of the UCLA Health System. This proposal also highlights the role of communication in bringing change in the organization. Moreover, this study suggests the strategies to motivate employees to embrace the process of change and recommends the training strategies that can be used to implement the process of change successfully. This study also provides a guideline of how the change process can be evaluated and measured on the basis of organizational and individual performances. Comment by Dr. Steve: Good
Change Management Proposal
Introduction of the Organization
Ronald Reagan UCLA medical Medical centerCenter, a 520-bed facility, is a medical service providing organization located in Los Angeles. It was founded in 1955 and initially started as UCLA medical Medical center Center but, later it became Ronald Reagan UCLA Medical center Center in 2008. The medical center has highly qualified staff which provides 24 hours of medical services. This center offers many clinical services including cancer services, cardiovascular services, pediatric services, transplantation facilities, men and women health services, and weight management programs, etc. the facility has about ten 10 floors, and every floor contains dialysis storage, satellite pharmacy, respiratory therapy workrooms, and restrooms for doctors and residents. What is your resource for this information? Comment by Dr. Steve: Run on sentence – try re-writing this as two sentences
The mission of UCLA health Health is to deliver timely and leading research, education, and patient care. It is aimed at healing humankind by providing medical services and acts of kindness. UCLA Health is focused on providing the best health care services throu.
Change ModelsDifferent models have been developed to help plan f.docxsleeperharwell
Change Models
Different models have been developed to help plan for and implement change. Change has been studied from the conceptual approach, such as "what," as well as from the process approach of "how."
The conceptual models of change usually concentrate on content and strategic initiatives. On the other hand, process models focus on the sequence of events necessary to effect organizational change by focusing on the stages and steps of implementation.
Develop Contextual Issues of the Change
Once the need for change and the cause for implementation have been established, the contextual issues of the change can be developed to help evaluate the extent of change that an organization can implement with the resources available. Factors to consider during this process include:
· Readiness of the organization
· Culture of the organization
· Systems issues
· Amount of resistance that might be involved
Communicate the Vision to Employees
Once the vision for the change has been developed, the leaders should communicate the vision to employees. The vision should be clearly articulated, including how the change will impact the employees. This can be difficult when the change will have a negative impact on employees, but it is better for employees to understand the change than to be in the dark.
When change is implemented and individuals' employment is affected, it may be best for leaders to hold off and not communicate any reductions in force until it is necessary for the employees to know. Any change in employee status can be hard for everyone, including the employees who are staying. Both groups of employees need careful communication and support while going through the transitions.
Plan Strategies and Develop Criteria
Once the reason for the change has been communicated, implementation strategies should be considered. This is an opportunity for the leadership to involve the workforce as the workforce can be instrumental in developing the implementation strategies. As the implementation strategies are being formed, how the outcomes would be measured should be considered. How will an organization know when the change is finished and successful? If the organization includes outcome measures (e.g., increase in market share and decrease in costs) in its planning, it will help those implanting the change to know what constitutes success.
Implement and Monitor
Change can then be implemented, monitored, and managed to ensure that sequential steps are taken and continuous feedback is available.
While there are several steps for managing and monitoring change, most change processes will follow this type of model. On the other hand, conceptual models of change emphasize the mental constructs and sense making of the change
Change Process Models
There are several change models that can be used to implement a change effort. The process models are often used because they provide leaders and organizations with a sequential approach to cha.
The document describes several models of organizational change:
1. The stages of change process model outlines three stages: unfreezing, changing, and refreezing. Unfreezing involves creating motivation for change through disconfirmation or anxiety. Changing involves learning new concepts through role models or trial and error. Refreezing internalizes the changes.
2. Bullock and Batten's integrative model has four phases: exploration of need for change, planning changes, implementing actions, and integrating changes.
3. The action research model is cyclical, with problem identification, data gathering, feedback, diagnosis, planning, action, and evaluation repeating in ongoing cycles.
4. The Burke-Litwin
The document discusses the change process for schools, organizations, and individuals. It explains that change is a process, not an event, and can be planned or unplanned. It also discusses factors that affect the change process like capacity for change. The key steps in the change process include establishing a vision, determining the current state, and identifying a process to achieve the vision. It also classifies changes as first-order/continuous or second-order/discontinuous. Several theories that inform the change process are described like force field analysis and strategies like empirical-rational, normative-re-educative, and power-coercive. The primary purpose of change in schools is to improve instruction.
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2. Objective
2
• To be able to identify the important aspects of Theories and
practice in nursing management such as POWER, CHANGE,
INNOVATION AND CONFLICT MANAGEMENT
• Sub-objective
1. Identify the challenges of having power in nursing leadership
2. Facilitate a scholarly conducted innovation in patient care
practices
3. Realize the importance of conflict management in a department
that you will supervise
3. Power and
Accountability
Power as we refer to it in
leadership sense is the ability
to do, act or produce the
ability to control others
Power may also be
conceptualized as “one’s
ability to get things done
through mobilizing resources
and to get and use whatever
it is that a person needs for
the goals he or she is
attempting to meet”
3
4. SOURCES OF POWER
Type Source Examples for
Nursing
Expert Power derived from the knowledge
and skills nurses possess. The
more proficiency the nurse has, the
more the nurse is received as an
expert.
Communicating information from
current evidence-based journals
and bringing expert knowledge to
patient
care.
Legitimate Power derived from an academic
degree, licensure, certification,
experience in the role, and job title
in the organization.
Wearing or displaying symbols of
professional standing, including
license and certification.
Referent Power based on the trust and
respect that people feel for an
individual, group, or organization
with which one is associated.
Gaining power by affiliating with
nurses and others who have power
in the organization.
5. SOURCES OF POWER
Type Source Examples for
Nursing
Reward Power that comes from the ability to
reward others to influence them to
change their behavior.
Using a hospital award to alter
other’s behavior.
Coercive Power that comes from the ability to
punish others to influence them to
change their behavior.
Using the hospital disciplinary
evaluation system to alter another’s
behavior.
Connection Power that comes from personal
and professional relationships that
enhance one’s resources and the
capacity for
learning and information sharing.
Developing good working
relationships and mentoring with
your boss and other powerful
people.
6. EMPOWERMENT
6
Nurses strengthen their power by taking ownership of
their problems in serving patients. Leddy, Pepper, and
Hood (2002) stated, “When nurses blame others such as
physicians, administrators, or politicians for the state of
the health care delivery system, or constantly look to
others for improvement of this system, they weaken
their position and power base
7. Niccolo Machiavelli
•a political philosopher who lived in Italy
during the Renaissance period
•"The Prince," which he wrote in 1513
7
8. Machiavelli on Power
8
Machiavelli believed that a ruler should do whatever it
takes to maintain power, including lying, deceiving, and
using force if necessary. He believed that a ruler should
be feared rather than loved, as fear is a more effective
means of maintaining control. Machiavelli also believed
that a ruler should be willing to use violence if
necessary to achieve their goals.
9. Machiavelli on Power
9
In Machiavelli's view, a ruler should be pragmatic
and flexible in their approach to power, willing to
adapt their tactics as circumstances change. He
also believed that a ruler should be willing to
break their promises and betray their allies if it
serves their interests.
11. CHANGE
11
Meriam-Webster - to make radically different
(Merriam-Webster, 2023 )
Change can be defined as “making something
different from what it was” (Kelly, 2010)
12. Traditional Change Theories
12
1.Driving Forces: These are the factors that push an
organization or individual towards change. Examples of driving
forces may include new technology, changes in the market, or
the desire to improve efficiency or productivity.
2.Restraining Forces: These are the factors that resist or
oppose change. Examples of restraining forces may include
employee resistance, lack of resources or expertise, or cultural
norms and values.
3.Equilibrium: The current situation or status quo is represented
by the equilibrium between driving and restraining forces.
Force-Field Model Lewin (1951)
13. Unfreeze-Move-Refreeze
1.Unfreeze: In this stage, the organization prepares for change by
acknowledging the need for it and addressing any resistance to it. The
organization must create a sense of urgency for change and break
down any existing behaviors or norms that may be preventing change.
2.Move: In this stage, the organization implements the change. This may
involve making structural or cultural changes within the organization,
implementing new processes or systems, or introducing new products or
services.
3.Refreeze: In this stage, the organization establishes the new behaviors
or norms as the new status quo. The organization reinforces the new
changes and ensures that they become integrated into the
organization's culture and way of doing things. 13
14. Traditional Change Theories
14
1.Diagnosis: In this phase, the need for change is identified,
and the problem or opportunity is diagnosed.
2.Assessment: In this phase, the organization assesses its
current situation and determines the desired outcome of the
change.
3.Planning: In this phase, the organization develops a plan for
how to implement the change.
The seven phases of change Lippit (1958)
15. Traditional Change Theories
15
4. Implementation: In this phase, the plan is put into action. This may involve
communicating the change to stakeholders, training employees, and making the
necessary adjustments.
5. Monitoring: In this phase, the organization monitors the progress of the change
and adjusts the plan as needed.
6. Stabilization: In this phase, the change is integrated into the organization's
culture, and the new way of doing things becomes the norm.
7. Refreezing: In this final phase, the change becomes permanent, and the
organization reinforces the new behaviors and practices to ensure they are
sustained over time.
The seven phases of change Lippit (1958)
16. Traditional Change Theories
16
1.Building a relationship with the client: This step
involves establishing a working relationship with the
organization or individual seeking to make a change.
2.Diagnosing the problem: This step involves gathering
data and analyzing the current situation to identify the
problem that needs to be addressed.
3.Establishing goals and objectives: This step involves
setting clear goals and objectives for the change
initiative, based on the diagnosis of the problem.
Six-Step Change Model Havelock (1973)
17. Traditional Change Theories
17
1.Developing an action plan: This step involves
developing a detailed plan for implementing the change
initiative, including timelines, resources, and
responsibilities.
2.Implementing the plan: This step involves putting the
action plan into action, monitoring progress, and making
adjustments as needed.
3.Evaluating the results: This step involves assessing
the effectiveness of the change initiative and
Six-Step Change Model Havelock (1973)
18. Chaos Theory
18
• Chaos theory hypothesizes that chaos actually has an order.
• According to this theory, the experiences of health care system in
terms of being chaotic is still normal
• Most organizations go through periods of rapid change and
innovation and then stabilize before chaos erupts again
• Even if the chaotic occurrence recur, it is not similar at all thus each of
the occurrence is unique and different. Order emerges through
fluctuation and chaos. Thus, the potential for chaos means that
nurses and the organization must be able to organize and implement
change quickly and forcefully.
19. Learning Organization Theory
19
- Learning organizations are based on five learning disciplines
and demonstrate responsiveness and flexibility
- Senge believes that because organizations are open systems,
they could best respond to unpredictable changes in the
- environment by using a learning approach in their
interactions and interdisciplinary workings with one another.
- The whole cannot function well without a part, regardless of
how small that part may seem.
20. How to promote CHANGE?
20
Strategy Description Example
Power-coercive
approach
Used when resistance is expected but
change acceptance is not important to the
power group. Uses power, control, authority,
and threat of job loss to gain compliance with
change—“Do it or get out.”
Student must achieve a passing grade in a
class project to complete the course
requirements satisfactorily.
Normative-
reeducative approach
Uses the individual’s need to have satisfactory
relationships in the workplace as a method of
inducing support for change. Focuses on the
relationship needs of workers and stresses
“going along with the majority.”
A new RN who is working eight-hour
shifts is encouraged by the other unit staff to
embrace a new unit plan for twelve-hour
staffing.
Rational-empirical
approach
Uses knowledge to encourage change. Once
workers understand the merits of change for
the organization or understand the meaning of
the change to them as individuals and the
organization as a whole, they will change.
Stresses training and communication. Used
when little resistance is anticipated.
Staff are educated regarding the scientific
merits of a needed change.
21. Response to Change
21
• 1. Innovators: Change embracers. Enjoy the challenge of change and
often lead change.
• 2. Early adopters: Open and receptive to change, but not obsessed with
it.
• 3. Early majority: Enjoy and prefer the status quo, but do not want to
be left behind. They adopt change before the average person.
22. Response to Change
22
• 4. Late majority: Often known as the followers. They adopt change
after expressing negative feelings and are often skeptics.
• 5. Laggards: Last group to adopt a change. They prefer tradition and
stability to innovation. They are somewhat suspicious of change.
• 6. Rejectors: Openly oppose and reject change. May be surreptitious or
covert in their opposition. They may hinder the change process to the
point of sabotage.
23. Innovations
23
•Innovation can be defined as the process of creating new
services or products.
•Tom Kelly, author of The Ten Faces of Innovation (2005),
stresses that the innovative process is now recognized as a
pivotal management tool in all industries including health care.
•Kelly emphasizes that innovation is a team event that is made
up of individuals who possess different strengths and points of
view. This team approach results in new innovative ways to
effectively solve problems.
24. Conflict Management
24
• - An important part of the change process is the ability to resolve conflict.
• - Conflict is a disagreement about something of importance to the people
involved.
• - Conflict can be stimulated by such things as
• 1. scarce resources
• 2. invasion of personal
space,
• 3. safety or security issues,
• 4. cultural differences,
• 5. scarce nursing resources,
• 6. increased workload,
• 7. group competition,
• 8. various nursing demands
and responsibilities.
25. The Conflict Process
25
• 1. antecedent conditions- there is a specific preexisting conditions
• 2. perceived and/or felt conflict- As the situation develops, conflict is
perceived or felt by the involved parties
• 3. manifest behavior,
• 4. conflict resolution or suppression, and
• 5. resolution aftermath
26. Conflict Management
26
Conflict Management Method Advantages Disadvantages
Accommodating—smoothing or
cooperating; one side gives in to
the other side
One side is more concerned with
an issue than the other side;
stakes not high enough for one
side and that side is willing to
give in
One side holds more power and
can force the other side to give
in; the importance of the stakes
are not as apparent to one side
as the other; can lead to parties
feeling “used” if they are always
pressured to give in
Avoiding—ignoring the conflict Does not make a big deal out of
nothing; conflict may be minor
in comparison to other priorities;
allows tempers to cool
Conflict can become bigger
than anticipated; source
of conflict might be more
important to one person or
group than others
Collaborating—both sides work
together to develop optimal
outcomes
Best solution for the conflict and
encompasses all important goals
to each side
Takes a lot of time; requires
commitment to success
27. Conflict Management
27
Competing—the two or three
sides are forced to compete for
the goal
Produces a winner; good when
time is short and stakes are high
Produces a loser; may leave
anger and resentment on
losing side
Compromising—each side
gives up something and gains
something
No one should win or lose, but
both should gain something;
good for disagreements between
individuals
May cause a return to the
confl ict if what is given up
becomes more important than
the original goal
Confronting—immediate and
obvious movement to stop
conflict at the very start
Does not allow conflict to take
root; very powerful
May leave impression that
conflict is not tolerated; may make
something big out of nothing
Negotiating—high-level
discussion that seeks
agreement,
but not necessarily consensus
Stakes are very high and
solution is rather permanent;
often involves powerful groups
Agreements are permanent,
even though each side has gains
and losses
28. Summary
Conflict management is an important part of the change and
innovation process. Change and innovation can often threaten
individuals and groups, making conflict an inevitable part of the
process. It is important to keep in mind that some conflicts
resolve themselves, so the change agent should not be too
quick to jump into an intervention mode. If the level of conflict is
too high, the nurse manager must apply conflict management
strategies. Change, innovation, and conflict are all positive
processes that promote growth. Leaders, managers, and staff
should be encouraged to embrace all three processes and
explore them as opportunities for personal and professional
growth. 28
Editor's Notes
By constantly blaming others, nurses give up their power to influence change and improve the system. They also risk damaging their professional reputation and credibility, as blaming others can be seen as a sign of weakness or a lack of accountability.
Instead of blaming others, nurses should focus on identifying ways to improve the healthcare system within their own sphere of influence. This may include advocating for changes in policy, collaborating with other healthcare professionals, and implementing best practices within their own work environments.
Overall, the statement highlights the importance of nurses taking an active role in improving the healthcare system, rather than relying on others to do so. By doing so, nurses can strengthen their position and power base, and become more effective advocates for their patients and the healthcare profession as a whole.
In "The Prince," Machiavelli argues that the primary goal of a ruler should be to maintain power, even if it means using immoral or ruthless tactics
Overall, Machiavelli's view on power can be summarized as ruthless, pragmatic, and focused solely on maintaining control. While his ideas have been controversial and criticized by some, they have also had a lasting impact on political thought and continue to be studied and debated today.
The Force-Field Model, developed by psychologist Kurt Lewin, is a framework for understanding the factors that influence change in organizations or individuals. The model suggests that any situation is made up of forces that either drive change (driving forces) or resist change (restraining forces). The Force-Field Model is often used to identify and analyze the factors that support or inhibit change in organizations.
Unfreeze-Move-Refreeze is a model for managing organizational change that was developed by psychologist Kurt Lewin. The model proposes that change occurs in three stages: unfreezing, moving, and refreezing.
The Unfreeze-Move-Refreeze model emphasizes the importance of preparing for change, implementing change, and stabilizing change. By unfreezing the existing situation and moving towards a new state, organizations can achieve lasting change.
It's important to note that the Unfreeze-Move-Refreeze model is not a linear process. Organizations may need to revisit the unfreezing stage if resistance to change arises during the moving stage, or they may need to adjust their approach to refreezing if the change does not take hold as intended. Additionally, the model emphasizes the importance of ongoing evaluation and adjustment to ensure the success of the change initiative.
The Seven Phases of Change model developed by Lippit is a framework for understanding the process of organizational change. This model was developed by social psychologist Ronald Lippitt and his colleagues in the 1950s, and it focuses on the stages that individuals and groups go through when undergoing change within an organization.
The Seven Phases of Change model developed by Lippit is a framework for understanding the process of organizational change. This model was developed by social psychologist Ronald Lippitt and his colleagues in the 1950s, and it focuses on the stages that individuals and groups go through when undergoing change within an organization.
It's important to note that Lippitt's model emphasizes the importance of involving all stakeholders in the change process and creating a supportive environment for change. Additionally, the model suggests that change is an ongoing process that requires ongoing monitoring and adjustment. By understanding these phases of change, organizations can better navigate the complexities of organizational change and increase the likelihood of success.
Havelock's Six-Step Change Model is a framework for understanding and managing the process of planned change in organizations. The model was developed by Everett M. Rogers and Richard E. Havelock in the 1970s and is based on the principles of action research.
The Six-Step Change Model emphasizes the importance of collaboration and participation in the change process. It emphasizes the need for a clear understanding of the problem and the goals of the change initiative, as well as careful planning and implementation. By following these steps, organizations can increase the likelihood of successful change initiatives and minimize resistance to change.
An example of innovation in health care has been applied to the problem of medication errors.
Health care structures and processes were developed to include a computerized medication order entry system and education of all personnel in the system. This system changed the process of how health care orders were written. Handwritten orders that were prone to interpretation errors were replaced by clear, concise, computer-generated orders. Multiple checks and
balances were incorporated into the computer system that documents allergies, health care conditions, and current height and weight to assist in appropriate medication ordering and dosing. Nurses and dietitians reviewed the computerized patient information profiles for possible food/ drug allergies and interactions. Pharmacists reviewed orders using this computer system before dispensing medications to analyze whether the medication dosage was indeed correct based on the patient’s height and weight. Nurses review computer-generated medication administration records (MARS). Barcoding systems are now used to ensure that the right drug is being administered to the right patient at the right time. Centralized computerized charting for nurses and other health care providers now aids in the accurate and timely flow of information. Patient histories and current
lab results can be assessed quickly.