Developing Interventions for Change Management Scenario Term Paper

Pages: 12 (3226 words)  ·  Bibliography Sources: 25  ·  Level: College Sophomore  ·  Topic: Nursing

SAMPLE EXCERPT:

[. . .] arnecollen.com/wp-content/uploads/2012/07/Seven-Activities_AC_GM_99.pdf). The researchers Collen and Minati (2015) have provided seven activities to engage systems thinking for learners that management will employ during the training session. This material is free to download from the website link provided above. An explanation of systems thinking can be obtained from Dolansky and Moore (2013), obtainable from http://www.medscape.com/viewarticle/822706_3. These materials will be sufficient for helping management to training employees in systems thinking in accordance with Lewin's theory of following up the "unfreezing" of the mind with a new method of approaching one's environment. More materials may be downloaded from valid sources online if management would like a larger store of materials for training. This will be up to the sole discretion of the manager placed in charge of administering the lesson.

Cost

The costs of these interventions will be minimal to LTC. The "mindfulness" training session is a one-off session that is well within LTC's budget for educational/training expenses. Likewise the cultural sensitivity training is free to download from the websites provided in this project. The systems thinking training is also free as it will be conducted by management and provided to employees during normal working hours (a shift that is specifically scheduled like a normal working day but will be used to administer the training). The variety of methods employed for each training is also helpful for allowing learners a diverse approach to learning, which can assist in better improving skills.

Measuring the Intervention

Staff Competence Test

The staff competence test can be obtained from Nursecompetency.com (http://nursecompetency.com/Longtermcarenursingexams.aspx) which offers a variety of assessment tools. The staff competency test can be administered at the end of each training session as well as on a quarterly basis. This data will provide management with a quantitative set of data that can indicate whether or not the training has been successfully imbibed by the workers.

Interview Residents and Resident Assessment

The resident assessment can be obtained from the Health Care Financing Administration which provides as a public document The Long-Term Care Facility Resident Assessment Instrument User's Manual which "may be copied freely" and disseminated among long-term care providers (Morris, Murphy, Nonemaker, 1995). This assessment can be utilized in conjunction with the interviewing of residents so as to determine whether or not their perception of the quality of care they are receiving has improved. The resident assessment will provide an objective reading of the patient's status that can be correlated with the individual perception so as to produce an optimal assessment of the resident's quality of care. The interviews and assessment will be conducted one month after the completion of the implementation of the interventions described above. The interviews and assessment will be conducted again four months following the implementation and again at nine months and 12 months. This will allow management to see a progression or regression in the status of individual residents' quality of care that they are receiving. Any issues can be resolved at these times, with solutions implemented; this will be discussed in the next section.

Staff Interviews/Surveys

A staff survey and staff interviews will also be conducted, which will provide additional data of both qualitative and quantitative data sets. The interviews and surveys will be randomized with a dozen interviews and surveys being conducted following the first month of implementation of interventions. These surveys and interviews will assess the perception of staff members on the effectiveness of the interventions (mindfulness training, cultural sensitivity, and systems thinking). The surveys and interviews will ask questions regarding the awareness of staff members using the three techniques taught for the intervention, the average number of times they use them during the day, any experiences they can describe in which the techniques helped them to improve the quality of care, whether or not they feel the interventions to be improving the overall quality of care of the facility, and other closed-questions that can be assessed using the Likert scale of measurement for quantitative analysis.

Review and Resolve Issues

Organizations can put up resistance to change for any number of reasons. Fatigue, stress, and a lack of adequate leadership can all be factors in why change is resisted (Schyns, Schilling, 2013; Lovas, Holloway, 2009; Anand et al., 2005). To help workers overcome these obstacles, management will utilize the change management-change thyself approach recommended by Boaz and Fox (2014). This approach is helpful for resolving issues related to change resistance. The idea is that in order to embrace changes, the entire workplace community focuses on how as individuals they all play a role in making the organization into the ideal structure. This strategy helps management to exercise good leadership during the change management implementation so that resistance and obstacles can be mitigated.

During the review phase, issues and obstacles that are revealed via survey, interview and assessment will be discussed by management and proper responses formulated so as to address these issues. As it is impossible to identify such issues ahead of time without having data to go on, it is difficult to identify proper strategies for overcoming obstacles. One method of preparation that can employed ahead of time, however, is the knowledge that resistance factors may stem from fatigue, stress or lack of proper leadership and that these factors are not necessarily indicators that the intervention has been unsuccessful but rather that other variables are impacting the outcomes. These variables and factors can be mitigated by supporting the workplace culture with the ideas described herein -- those that promote mindfulness, cultural sensitivity and systems thinking, while managers utilize the Boaz, Fox (2014) suggestion for effecting a change management solution.

The primary driver for resolving issues will be the assessments and measurements, including tests given to assess competency. These will indicate whether or not the interventions have conveyed the appropriate level of information or whether they need to be implemented at an even more aggressive rate and frequency. If the competence tests turn back low scores that suggest workers are not very intellectually responsive to the ideas presented them in the interventions, the management team will wait to supplement this data with surveys, interviews and assessments from the first month of operations following the intervention. It may happen that while not intellectually responsive, the nurses and staff are intuitively responsive -- and this will be measured via the interviews, surveys and assessments of residents and staff.

If more educational sessions are needed, these will be delivered on a greater and more substantial basis. This basis will be determined by management according to the needs of staff and residents, scheduling conflicts and best possible scenarios for delivering information.

Ongoing Education

Continuing education is very important for nurses and staff who provide long-term care. It helps to keep staff and nurses in a constant state of recollection so that they are always present in the moment: in other words, it facilitates mindfulness and the "unfreezing" that is so important to Lewin's theory. Ongoing education can be promoted by management and by the workplace culture of LTC via a number of avenues: the facility can offer reimbursement for staff who elect to take continuing education courses. The financial feasibility of this strategy will have to be considered by management; however, the benefits are vast. It would promote trust, confidence and ability among workers while fostering a better spirit of quality care at the facility.

Customer Service

Customer service is an area that may require additional research at this particular facility as it was not a primary focus of the intervention. However, it could serve as a suitable variable for more study in the post-intervention phase as variables of resistance (if occurring) require attention. Customer service is an extension of the culture developed and promoted by LTC and represents the values and goals of the facility. Therefore, it could serve as a valuable focal point for future investigation in order to get the facility's quality of care to optimal levels. Customer service strategies could be oriented around the same fundamental theory put forward by Lewin and used herein as a launching point for the interventions discussed. Mindfulness could certainly be integrated into a customer service platform, as could cultural sensitivity and systems thinking.

Customer service could also be identified as a way to address or resolve issues of resistance, with customer service representatives setting the tone of the facility and identifying the goals and objectives of nurses for residents receiving long-term care. As customer service is often the point of contact for residents' families and friends and the facility, it is important that the right image be projected and an accurate sense of the facilities duties and objectives be conveyed. Customer service representatives can work with management and nurses in order to ensure that all are on the same page in terms of expectations and the type of quality care that is desired by residents.

References

Anand, V., Ashforth, B., Joshi, M. (2005). Business as usual:… [END OF PREVIEW]

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