The Change Is A Fundamental Element Of Its Success

The roles of the leadership in the clinics are essential to the success or unsuccessful implementation of change. The attitude of the leadership carries weight on how well the rest of the staff receives the change. Leaders on the clinic level have to accept changes whether good or bad and expect staff to challenge them. Leaders have to be strong and accept the change themselves and to support upper management. There are problems dealing with changes when issues arise between created civilian and military personnel. These issues are not easily dealt with and when changes are ensuing within a facility this causes undue stress within the organization. This is one reason that leadership needs to bring forth and implement changes within an organization as all one team because staff is well suited at picking up any rift

Implementing change among all organizations is necessary to achieve success; within the health care industry change is constant and it is the role of management teams to assess, plan, implement and evaluate change to ensure satisfaction. Considering this among the other aspects of running a successful organization it is essential to ensure that there is minimal resistance and familiarity to change. Demands of the consumers and staff as well as regulations are continuously changing. The responsibility of managers is to successfully lead these inevitable changes.

“ The ADKAR model of change includes Awareness of the need for change, the Desire to support the change campaign, Knowledge of how to make this successful, the Ability to implement new strategies, Reinforcement of change implementation, and periodic re-evaluation (Hait,2006). These four elements promote evidenced- based practice change and the commitment from nurses to participate in professional activities.”(Robert & Pape, 2011, p. 43) A APRN’s we will have to be agents of change to provide the best care for our patients. When we identify a issue or concern we must have the ability to address it

Change is a hard concept for most, but change in the hospital setting can be beneficial for both staff and patients. According to Mclean (2011), “Every change begins with an ending” (p.79). How people respond to change can make the process easy or hard depending on how the change is presented.

In Health and Social Care when planning change outcomes need to be Major Service change must put patient and users of the first to ensure that changes will be implemented successfully and this will help to improve outcomes, reduce health inequalities and models of care. (NHSCC)

There is constant change in health care and the amount of new evidence related to improved patient outcomes is so abundant it is difficult to keep up with new recommendations. Adoption of evidence-based practice and care by an interprofessional team requires good communication skills and reinforcement of the reasons for change. Efforts to communicate change effectively must create a sense of urgency and generates a vision and motivates staff to accept change. Williams, Rycroft-Malone, & Burton (2016), discuss the importance of change agents or intermediaries that serve as educator and role-models to adopt evidence-based practice. They concluded that an active and constant presence at the bedside by intermediaries develops trust, influence,

The physicians will have the role as the promoter; they need to make sure the patients have this information, and they understand what they are reading. The physicians have to be on board and encourage all the staff to support this process change to continue to grow and meet the needs of our patients. The providers are pivotal to this process change because they have the power to help the process along or hinder it. The providers would have a great interest in this project to ensure we are utilizing evidence-based practice and meeting our patient’s needs.

On a very basic level, until clinicians, account officers, patients, sheets, and senior overseers team up to address framework issues, successful change won't happen. Current clinical initiative and administration proposals propose auxiliary changes without tending to the bigger issues of embracing another authority worldview that advances forms that unite the disparate gatherings of partners in social

As an advanced practice nurse, I am being given an opportunity to use power to assist change in people’s lives. It is essential I understand the definition of power and how to utilize it in my everyday practice. I can incorporate and use the Power as Knowing Participation in Change Theory that was developed by Barrett in both my personal and professional life. Barrett defines power as “the capacity to participate knowingly to change” (Smith & Parker, 2015, p. 497). Within the theory of power, there are four distinct dimensions of power that were developed to help patients understand the importance of making their own health care decisions.

A new kind of challenge sets peoples’ mind thinking trying to come up with appropriate solutions and in the process, change is created. Among these challenges is disconfirmation which causes dissatisfaction in the present conditions coupled with learning anxiety which triggers a state of resistance and defensiveness because of having to discard what had been formerly accepted. This now becomes the driving force for unfreezing which is the first stage towards change and is in itself a very fundamental step.

This article introduces health care managers to the theories and philosophies of John Kotter and

Unfreezing stage clear communication must be provided which is still valid today. The communication must include a sense of urgency and help employees understand why the change is needed. In order for change to occur, employees must be prepared for the change. They must also feel that their position is secure and that they will receive support from all levels through the implementation of the change. Additionally, employees should be a part of the change process to ensure they still feel empowered within the organization.

The authors were successful on this step by creating a valuable and diverse team that complimented each other, which was a necessity to ensure they had mixed points of views and opinions. Next, the team must create the approach they are going to take, and to be sure each team member has a clear understanding of the benefits for the future of everyone involved. This step was evident by the group meetings. Fourth, it is imperative for the team to demonstrate impeccable communication skills and the ability to influence others to comprehend the significance of the change (Kotter and Rathgeber 2006).

The goal during the unfreezing stage is to create an awareness of how the status quo, or current level of acceptability, is hindering the organization in some way. The idea is that the more we know about a change and the more we feel that it is necessary and urgent, the more motivated we are to accept the change.

The transition from unfreeze to change does not happen overnight: People take time to embrace the new direction and participate proactively in the change