Change Initiative: Creating Vision – Solved Essay

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In a written paper of 1,250-1,500 words, evaluate the current forces driving change in your field or industry. As a leader, or considering the role of a leader, assess your organization and evaluate how well it is responding to the forces, and identify where there is a need for change. Develop a vision to inspire this change. Include the following:

Solution

Change Initiative: Creating Vision

Introduction

Every healthcare organization, like any other business entity, operates in a contextualized environment where changes in technology, society, and economy are a daily occurrence. The organization must, therefore, adapt to these developments in a sustainable through change. Additionally, how the change is managed demands appropriate handling of emerging situations so that so the changes introduced are not only functional but also effective, considering they are a daily occurrence. According to Belias et al. (2019), while citing another scholar notes that the introduction of change calls for sufficient utilization of knowledge, models together with a technique that enables the staff to understand, anticipate and manipulate the changes within the organization. However, the change agent should always remember that it is not always that individuals within an organization are already to receive change necessitating the administration of change to be designed and implemented as well thought out initiative. Consequently, this essay targets to evaluate the existing forces that are driving changes in a nurse leader’s field of work. To achieve the goal, the paper assesses and evaluates ABC Medical Center (ABC-MC) response to the prevailing forces, identifies the need for change before developing a vision that inspires the change

ABC- MC Description

ABC-MC is a 120 –bed community hospital with an emergency department (ED) room that can host 35 patients, a five-bed operating room suite as well as a 3 –bed endoscopy unsuited. This medical center is located within New York City. The hospital was established in the mid-nineteenth century as a way of combating the then healthcare issues bedeviling the health of New Yorkers. Since then, ABC- MC has remained a leading healthcare provider in New York state with its stated mission being ‘to achieve the health intent of every individual to enjoy good health and receive offer quality healthcare services that enhance the well-being of all those residing in New York and beyond. The facility’s vision is informed by the founders’ aspirations, namely’ to build a united healthcare team whose commitment is to foster the individual’s health and well-being at all times. ABC-MC consists of 7 buildings beside the medical center; there is also the XYZ School of nursing and Healthy Children’s Hospital. In 2013, the ABC- MC Health System was created in 2015 as a result of the integration of the ABC- MC, and Health Continuum Coordinated Care Partners combined. The facility is ranked among the 100 high performing healthcare organizations in New York. The leading stakeholders comprise the executive board of directors, the Chief Executive Officer, Chief Financial Manager, amongst others. Also included are the Chief Nursing Administrator and the Assistant Administrator of Ancillary Services. Lastly, on the list of stakeholders in the Nursing Practice council and the Medical Executive Committee tasked with the responsibility of implementation of policies into practice.

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Identification of External and Internal factors that Drive change

For the ABC-MC to fulfill its mission and provide quality healthcare services to perpetuity, the management has to identify both internal and external factors that drive the change. Doing so will enable the facility to maintain its profit margins. Manomenidis, Pagapouolu & Montgomery (2019) note that nurse burnout affects nursing professionals globally, necessitating an examination of why this the case. Some of the internal formal and external forces driving the change are like the Centers for Medicare and Medicaid Services (CMS) initiative on quality indicators, pay for performance, and public reporting of outcomes. The pay for performance entails stopping of reimbursements for hospital-acquired infections. At the same time, patient experience scores, which refer to the way the clients perceive the care they receive in the facility, does contribute to the need for change. Buerhause et al. (2017) opine that four factors led by the advancing age of baby boomers, the retirement of the registered nurses, the shortage of physicians, and the uncertainty of healthcare reforms cause these external and internal driving factors. Other scholars have recommended that the triple aim of improved health, better healthcare, and decreased healthcare costs can be realized through innovations in the US healthcare industry (Costa, 2016). Suffice it to say that the viability of ABC- MC rests with the way its leadership embraces new technologies that would secure the highest standards of care offered to the patients.

Analysis of One Driving force

As a community hospital, the ABC- MC encountered a very large number of severe sepsis and septic shock. As an external force emanating from the CMS, the medical center initiated an asepsis bundle as an AP part of the public reporting system and paid for performance. The facility examined the significant stakeholders and utilized Kotter’s step of forming an appropriate team, formed the sepsis team through evidence-based practice that CMS identified with. Sepsis is a life-threatening disorder that is caused by a host’s abnormal response to infection-causing acute organ dysfunction. It is recognized as a major killer across all ages throughout the world and remains the most common cause of medical emergency, admission, and mortality in the ICU (Labib, 2020). As such, recognizing that the facility is relatively small and has limited resources, the sepsis team has got to consider these and other factors for successful outcomes that occurred in other small facilities. The team’s key stakeholders visited other healthcare organizations to see how successful their measures were and using the findings, the facility could use the concepts to create a sepsis alert system within this medical center.

The sepsis alert system had to address other issues that included but were not limited to support from the center’s leadership, community awareness of the condition, patient education on sepsis, and staffing. Piloting the new sepsis alert system, the salaried workers sacrificed their own time to partake a role the sepsis nurse. This act demonstrated that small medical facilities could form a sepsis team and develop a sepsis alert system with the capacity and ability to treat patients, lower ICU lengths of hospital stay while simultaneously meeting the pay for performances envisaged by CMS. Most importantly, ABC-MC can change with this need and remain financially stable if the proposed change is successfully implemented.

Proposal for Response to and Vision for Change

The importance of the proposed Sepsis Alert System presentation to the senior management team is informed by Kotter’s eight stages of change. Once buy-in is achieved, and the urgency elaborated to the hospital, the sepsis treatment and care team would then seek the support of critical stakeholder departments. The team would then appeal to the department’s expert knowledge and how the sepsis alert system within the facility could transform the patients’ lives either in a positive or adversarial way. Furthermore, these departments’ support would speed up the implementation of the sepsis alert system. To show the decreased length of stay in the hospital and the ICU specifically, there would be monthly data collection.

Galvin & Clark (2015) observe that a vision is an inspiration and the structure for strategic planning in any given organization. The guiding vision for this change calls for credibility, connections, and stature in the facility. The vision statement states,’ ABC- MC will offer an unequaled experience as the most reliable partner in healthcare.’ The vision would not only help save lives through early intervention to the septic patients but would also affect the patients, their families, and communities throughout their lives. The maxim the saving one person saves the whole world would inform the actions of all the stakeholders from the executive team to the nursing council and throughout the medical center.

Prediction on How the Vision Will Help the Internal Stakeholders to Support the Change

Once the proposed change is presented to the hospital administration, the executive leadership team and the nursing council, the sepsis team will be allotted funding to the tune of a million dollars for the sepsis nurse, round the clock, documentation of electronic records, and education of the staff followed by community education. Since the Sepsis Alert System in the facility vision statement complements that of the entire medical center, the organization will be able to offer quality healthcare in perpetuity for all New Yorkers and beyond. The stakeholder’s agreement with the proposed change will help the change agent to enlist the assistance of other nurses in their organizations and subsequent implementation as well. The creation of an asepsis team will guarantee the improvement of high-quality healthcare services, which positively on the health and well-being of New Yorkers.

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Change Initiative: Creating Vision
Change Initiative: Creating Vision

Conclusion

In conclusion, change is always present in healthcare allied sectors. Change calls for continuous learning and recognizing the best way to initiate changes that secure the highest quality of care that improves a patient’s quality of life. Kotter’s eight steps of change have to be used in the implementation of the proposed septic alert system at ABC-MC. Propelled by urgency, the formation of an appropriate team and having the right vision means the medical center will be thriving today and in the future for the community’s good.

References

Belias, D., Velissariou, S., Papailias, S., Manta, F., & Rossidis, I. (2019). Change Management–Obstacles and Perspectives for the Integration of Changes in Greek Public Hospitals. Advances in Management and Applied Economics9(2), 37-50.

Buerhaus, P. I., Skinner, L. E., Auerbach, D. I., & Staiger, D. O. (2017). Four challenges facing the nursing workforce in the United States. Journal of Nursing Regulation8(2), 40-46.

Costa, L. S. (2016). Innovation in healthcare services: notes on the limits of field research. Cadernos de saude public, 32, e00151915

Galvin, T. P., & Clark, L. D. (2015). Beyond Kotters Leading Change: A Broad Perspective on Organizational Change for Senior US Military Leaders. Army War College Carlisle United States.

Labib, A. (2020). Sepsis Care Pathway, 2019. Qatar medical journal2019(2-Qatar Critical Care Conference Proceedings), four.

Manomenidis, G., Panagopoulou, E., & Montgomery, A. (2019). Resilience in nursing: The role of internal and external factors. Journal of nursing management27(1), 172-178.

Question

In a written paper of 1,250-1,500 words, evaluate the current forces driving change in your field or industry. As a leader, or considering the role of a leader, assess your organization and evaluate how well it is responding to the forces, and identify where there is a need for change. Develop a vision to inspire this change. Include the following:

  1. Describe your organization, include the organization\’s mission, and identify the various stakeholders.
  2. Identify the external and internal forces that drive organizational change in your field or industry. Explain the origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.
  3. Choose one of the driving forces. Describe the specific issues this driving force creates, or will potentially create, for your organization or department.
  4. Propose the steps needed for your organization or department to respond to this driving force.
  5. Predict how employees at various levels in the organization will respond to your proposed change initiative.
  6. Develop a vision for change. Describe how this vision correlates with the organization\’s mission, and how you will present this vision to internal stakeholders.
  7. Predict how you think your vision will assist internal stakeholders in supporting the change initiative. Identify potential considerations posed by stakeholders, and discuss how you will respond.

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

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Change Initiative: Creating Vision
Change Initiative: Creating Vision

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