Discussion: Change Readiness Self-Assessment NSG 451
The Organizational Readiness Tool
An appropriate organizational readiness tool is key when assessing the readiness of an organization in terms of supporting project implementation. Therefore, the selected tool is the TeamStepps tool. This tool is appropriate for healthcare professionals focusing on improving patient safety through an evidence-based teamwork system (“AHRQ,” 2019). Upon using the assessment tool to assess the readiness of the organization, the survey results indicated that the organization is ready for the change implementation. Hence there are higher chances that the implementation of the proposed project would be successful. In addition, the assessment done using the tool revealed that there will be a need to continually monitor if there are any changes to the answers given in reply to the survey questions. Even though the assessment revealed several positives, the only concern is that it was not clear to which extent will the senior leaders would support the project. However, one fact that would counter any potential weakness is that the nurses and the anesthesiologists who are part of the project are supportive.
The Health Care Process
The health care process in place can hugely influence the implementation of a change project. Our organization uses Six Stigma as the health care process to enhance the cost-effectiveness, safety, and quality within the organization, as this method is effective in reducing waste within the system. The unit also uses a huddle board to measure the ongoing metrics, which allows for the identification of the best practice, which is then embedded into the workflow. The huddle board uses the gathered data from front line drivers through a continuous-learning loop, enabling teams to update improvements throughout the organization, which leads to a reduction of waste, and decreasing cost (HealthCatalyst, 2021).
The Proposed Strategies
It is important to explore strategies that can be key in facilitating the organization’s readiness for the change process. Therefore, the chosen strategy is shared governance. Since the organization is a Magnet designated organization, there are multiple councils available in the facility that supports information sharing. As such, using the shared governance council in the implementation process is key to enhancing the organization’s readiness (Medeiros, 2020).
The Stakeholders and Team Members
Stakeholders and team members entail an important part of the organization hence the implementation of the proposed project. Therefore, it is important that the team members and the internal stakeholders collaborate to enhance the success of EBP change implementation. Such collaboration helps facilitate buy-in and commitment, sharing of resources and experiences, as well as visions to ensure that there is a balance (Ost et al., 2020). The stakeholders would include senior leadership, such as the director and/or VP as the leading champions for the project; other stakeholders would include the anesthesiology team, which would assess the patients for indicators of opioid or non-opioid pain management. Team members would include the change leader, who would monitor the process to ascertain if the changes implemented needed modifications. The coach or mentor would involve the employees in the change process hence making them take ownership. The process owner is the team member that oversees the process and should be able to communicate effectively to allow for buy-in from the stakeholders and other team members (Ost et al., 2020).
Information and Communication Technologies
Utilization of information and communication technologies help are key in implementing EBP change. Therefore, as part of the plan, Six Sigma and Lean Management are to be used in implementing the EBP as it fosters the dissemination of information and communication throughout the practice change by applying the DMAIC process. Through this process, the project objectives are identified, input and outcome measurements and establishment of a baseline of what is to be measured are accomplished. The analysis of the collected data is then followed by the team identifying the root causes or defects that impacts the process and then formulating strategies to improve (Selim, 2019).
The implementation of the controlled process can enhance the improvement of care delivery and nursing practice to support teamwork and enhance care delivery among patients in the PACU. It is hoped that the utilization of the data and outcomes of this change project will enable the patients in the PACU to verbalize pain control using the rating scale when using the non-opioid-based medications in comparison to the use of opioid-based medications.
Complete the Table 17-1
you to Change and Innovation? on page 313 of Leading and Managing in Nursing by
clicking the Exploration tab.
Reflect on changes you have experienced. Knowing your change
readiness score now, think about what you would do differently to make yourself
Change management experts have emphasized the importance of establishing organizational readiness for change and recommended various strategies for creating it. Although the advice seems reasonable, the scientific basis for it is limited. Unlike individual readiness for change, organizational readiness for change has not been subject to extensive theoretical development or empirical study. In this article, I conceptually define organizational readiness for change and develop a theory of its determinants and outcomes. I focus on the organizational level of analysis because many promising approaches to improving healthcare delivery entail collective behavior change in the form of systems redesign–that is, multiple, simultaneous changes in staffing, work flow, decision making, communication, and reward systems.
Organizational readiness for change is a multi-level, multi-faceted construct. As an organization-level construct, readiness for change refers to organizational members’ shared resolve to implement a change (change commitment) and shared belief in their collective capability to do so (change efficacy). Organizational readiness for change varies as a function of how much organizational members value the change and how favorably they appraise three key determinants of implementation capability: task demands, resource availability, and situational factors. When organizational readiness for change is high, organizational members are more likely to initiate change, exert greater effort, exhibit greater persistence, and display more cooperative behavior. The result is more effective implementation.
Discussion: Change Readiness Self-Assessment NSG 451The theory described in this article treats organizational readiness as a shared psychological state in which organizational members feel committed to implementing an organizational change and confident in their collective abilities to do so. This way of thinking about organizational readiness is best suited for examining organizational changes where collective behavior change is necessary in order to effectively implement the change and, in some instances, for the change to produce anticipated benefits. Testing the theory would require further measurement development and careful sampling decisions. The theory offers a means of reconciling the structural and psychological views of organizational readiness found in the literature. Further, the theory suggests the possibility that the strategies that change management experts recommend are equifinal. That is, there is no ‘one best way’ to increase organizational readiness for change.