Change is inevitable in healthcare. The purpose of this paper was to discuss and guide the facilitators of change through the process of implementing a future care delivery model. Leadership qualifications and role were identified in an effort to assist the leader in identifying and rectifying complications that can impede progress. Potential conflicts among the enablers of change were discussed as well as tools necessary to minimize these barriers. The Twelve Bed Hospital Model was reviewed in detail and suggestions for transitioning into this model were considered. Lewin’s Change theory was utilized for the change process.
Change is rarely seen as blasé no matter what aspect of life is being modified. In Healthcare,
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The healthcare world has simply grown too large, too quickly and, as a result, has forgotten the reason behind which it stands: the patient. Continuity of care is in dire need of repair and without effective communication and coordination of care, the problem will not be corrected.
The 12-Bed Hospital© is an innovative approach to care delivery that has placed the patient in the forefront of healthcare.
Successful
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In order to increase patient satisfaction by providing a more efficient method of continuity of care, Clark and the staff nurses proposed an innovative care delivery model that placed a Patient Care Facilitator (PCF) in charge of about 12 patients each (Clark, 2011). She further explains that each PCF will head 2 Registered Nurses (RN) and a Certified Nursing Assistant (CNA) for the same group of patients (Clark, 2011). Staffing plays a key role in continuity of care by having the same nurses staffed to the same group of patients with the PCF available 24/7.
PCF and Role Clark (2011) elaborates on the qualifications of a PCF:
• “Bachelor of science in nursing degree and certain certifications”
• “Three years acute-care experience”
• “Actively participated or led a unit-based committee”
• “Excellent interpersonal and communication skills”
• “Proficiency in the nursing process, problem solving and performance improvement” (p.
Given the long duration of patient quality problems, over ten years, at SGH, the communication plan may need to include not only the internal SGH stakeholders such as employees, but also external stakeholders both in the community, shareholders, and third party vendors. SGH is at greater business risk due to their previous attempts at improving quality and now potential lack of stakeholder confidence. Including stakeholders in the change management process allows the stakeholder’s viewpoint to coevolve with SGH to create a shared view of the change plan and how to measure change success (Windsor, 2010). Engaging with the stakeholders in change plan definition and focuses their energy on helping SGH with the change process, rather than undermining it (Windsor, 2010). Identifying all of the stakeholders for SGH, and engaging them in change communications and planning will assist SGH leadership in evolving the hospital towards a high patient quality
The NHS change model was selected due to the well-defined stages and clear guidance the model offers, with the added benefit of it being NHS focused. Consisting of the values of the NHS strives to adhere to and developed to aid with the understanding of leadership within healthcare. The NHS change model states leaders who are implementing change are required to utilise all dimensions of the change model to successfully
As our health care system continues to evolve and become more focused on a preventive and coordinated approach to patient care, we too must progress and create programs that follow such principles. The Patient-Centered Medical Home (PCMH) model follows similar ideologies and recently has gained increasing support. The patient’s primary care physician, who will provide preventive and continuing care for the patient, directs this medical model. The PCMH model of care is comprised of a health care team working together to serve their patient and provide quality care.1 The model works to empower the patient by promoting communication with not only the physician but with the nursing staff, specialists, and other health care providers. Every patient
The CQI model is the bridge from the professional model to the transitional model. This
The nursing profession consist of different workflow designs to provide the appropriate care to our patient population. “Nursing models of care are developed to identify and describe nursing care” (Finkelman, 2016). While providing care for our patients it is important to render the appropriate care delivery model according to the type of patients you are serving within the community. They are many different approaches to providing care to patients and the care model design. Some model may include some aspect of the other nursing model depending on the situation. Some of the different models include “total patient care, functional nursing, team nursing, primary nursing, contemporary model and care and service team
...mplications that allow for opportunities of change. One of the presumptions is for training and staffing (Shi & Singh, 2012). With the utilization of health care improvements, the staff will need additional instructions on the performance of equipment and how to efficiently achieve the desired results. Managers or supervisors recognize the need for supplemental staffing and training to optimize patient satisfaction and quality of care. The health care administrator must also focus on changes in insurance policies and rules governing the provision of medical assistance (Shi & Singh, 2012).
For this assignment I decided I would first describe to you what a typical day on the Medical Surgical floor at Decatur County Hospital looks like. As I was observing our day I was able to see a variety of nursing models all incorporated into how we provide care for our patients. Each shift has a CNL (Clinical Nurse Lead) how will be the charge nurse for the day. This person makes the assignments and is the “go to person” for any questions or concerns on the unit. Staffing for the unit typically consist of one or two R.N’s depending on our census, one CNA and one Ward Clerk. While the nurses are in report, the CNA takes vital signs and makes sure people are ready for breakfast. When breakfast arrives she delivers and sets up the trays. If the nurses are done with report they help too. In general the CNA has certain tasks that
Why now? Why are we focusing on transformational leadership? Healthcare costs are continuing to rise. Some of the critical problems and active debates prevalent in many hospital organizations include the rapidly intensifying healthcare costs, funding and reimbursement cutbacks, and concern regarding the overall quality and safety of health care. “Healthcare systems have come under pressure to improve performance and manage productivity” (Botting, 2011). To be successful in the 21st century, there is a demand on healthcare systems to have a vision and executive and clinical leadership to inspire the change process and make the difference between success and failure in change.
The problem of poor communication stems from an environment of high stress levels. After a consulting company scrutinized processes throughout the hospital related to care coordination and patient flow, the evidence was clear. The company identified areas for improvement around communication at many different levels. In order for patients to have a seamless transition from admission to discharge, the lines of communication needed to change. Daily face-to-face meetings were productive for the staff, hospital and overall satisfaction. The consulting firm worked for the hospital for several months, but as they departed, the prior culture of poor communication started to engulf...
Massey, L & Williams,S, 2006, Implementing change: the perspective of NHS change agents, Leadership & Organization Development Journal, Vol. 27 No. 8, pp. 667-681
In order to have a stronger team, every member must be informed of daily activities and changes. An unhappy team member will not stay where they are not appreciated. Dissatisfaction could lead to missed nursing care. There are many easy steps that could be done to establish nursing communication. A medical treatment facility must also take into account that changes do not happen overnight and not to try to change everything at once overnight. From the research it is clear that communication would rectify so many issues. Patient and employees satisfaction. Management needs to lead by example and show that communication and teamwork will bring a more rewarding
Managing Change: Who Moved my Cheese? Darrin Ruble National University Managing Change: Who Moved my Cheese? Rashid-Al-Abri (2007) claims that change in the healthcare industry has been a dramatic phenomenon that requires the personnel to accept changes or they will be surpassed by them. Therefore, there is the need to follow the steps of change: evaluation, planning, implementation, and management. The characters are different, but the individual control that these characters display plays a fundamental role in the acceptance and the administration of change.
Inside a healthcare organization, there are little changes that are made in there and there is a process that I would use to introduce this miniscule change in the organization. There are a large number of different types of changes that can be done in the organization which includes mission & strategy, organizational structure, people, culture, knowledge, policies & legal agreements, processes, technology, products, marketing & customer relationships, and integration. Based on the different types of changes that can be done we can figure out one typical change that could happen. This change could be a change in policies due to problems that have been solved by using the decision-making process and in order for the same problem not to be done again, they created a little add-on
This culture of lacking or absent support from senior leadership and clinical staff provides no foundation for necessary change to take hold. Those tasked with attempting to affect change in this environment will eventually become disenchanted with the lack of support and give up trying. Inability to break the cycle of “this is the way we have always done it” will become a show-stopping obstacle without project buy-in from leadership, clinical staff, and all other affected stakeholders. Such barriers to change can be diffused by regular and thorough communication of the strategic goals (Flowers,
Carpenter, D. (2007). Visions of health care’s future: Bigger, more patient-focused systems?. Hospitals & Health Networks, 81(5), 4-7.