Home Care Scenario: Types Of Care Provided ✓ Solved

HOME CARE Scenario Type of Care Provided Scenario Care in

Home Care Scenario: Type of Care Provided scenario care can range from short term to long term based upon the changing needs of the patient. Patient age can range from pediatric to elderly. Care can be provided in the patient’s private home, group home, or assisted living setting. Medical homes fall into this category and are a new focus of Accountable Care Organizations through the Affordable Care Act of 2010. Standardization, process, attention to detail, and uniform adherence to policy are the most difficult concepts for Louis to impress on his managers.

As a quality assurance director for a home health company, he continually finds errors that put the company at risk. More importantly, these errors put people at risk. There are three shifts and 27 managers. Most follow protocol well, but there are eight managers who have been with the organization for over 10 years who do not. When the process was revamped late last year, these eight managers rejected the changes and instructed their employees to continue charting as they had been doing in the past.

This has created a great deal of confusion at shift change, as well as hostility with the other managers, who feel their teams will make errors because information was not charted within the scope of the new policy. The managers who refuse to follow the new charting process admit that they understand what is expected, but they state that the new process is cumbersome, increases error, and obscures vital data. The managers that refuse to comply with the new process are also some of the best in the organization. They say they are not objecting because they want to avoid change or work. Instead, they detailed a list of problems and risks that they identified as a result of the new process and gave it to the leaders of the home health company.

This put the company in a bind. They had invested $750,000 in the new system and had service agreements for the next two years. However, they could not just dismiss the concerns or risks communicated by the eight managers. Louis’ job was a nightmare. Everything was at an impasse and people were at risk.

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Reflecting on the current challenges faced in home care, especially as presented in the scenario with Louis, the Director of Quality Assurance, brings an important understanding of the complexities involved in implementing new processes within a health care organization. Through careful examination, I aim to discuss the implications of change management, leadership, and the importance of effective communication in ensuring successful transitions in high-stakes environments like home healthcare.

As highlighted in the scenario, Louis struggles with implementing a new charting system, despite the significant financial investment made by the organization. It is clear that while Louis adheres to the goal of improving patient care and maintaining compliance with the new standards, he faces considerable resistance from seasoned managers. This scenario reflects the essential principle of change management, which dictates that successful implementation of new systems requires buy-in from all levels of employees (Kotter, 1996). The refusal of experienced managers to comply not only undermines the new protocol but also jeopardizes patient safety and quality of care.

Moreover, examining this situation through a biblical worldview highlights the moral obligation leaders have towards the well-being of both their employees and their patients. Scriptures emphasize the ethos of stewardship, where leaders are called to act in the best interests of their communities (1 Peter 5:2-3). Louis must navigate the dual responsibility of implementing organizational policy while addressing the valid concerns raised by the experienced managers. Their criticisms of the new process being cumbersome and error-prone reflect a need for leaders to adopt a servant-leadership style, fostering an environment where employee input is valued and incorporated (Greenleaf, 1977).

Addressing the managers’ concerns is paramount. Engaging them in a constructive dialogue can help identify legitimate areas for improvement in the new system. According to research by Cummings and Worley (2015), involving stakeholders in the change process not only enhances their commitment but can lead to more efficient systems that reflect the needs of those actively working in the field. Conducting focus groups or providing a platform for honest feedback can serve as an effective method for gathering insights on how to refine the new charting process to minimize confusion and resistance.

Additionally, fostering a supportive culture that values communication can significantly enhance operational flow within the organization. For instance, implementing regular training sessions about the new charting system can equip employees with the necessary skills and confidence to embrace change (Harris, 2017). Alongside this, promoting an atmosphere where employees feel safe to voice their frustrations and suggestions can lead to innovative solutions and a more harmonious working environment.

In light of the challenging dynamics within Louis’ organization, it is essential to consider the importance of emotional intelligence in leadership. Understanding the emotions and perspectives of the resistant managers could lead to more empathetic approaches that acknowledge their experience while promoting compliance with necessary changes (Goleman, 2004). Demonstrating respect and valuing their expertise can facilitate a collaborative solution, whereby both management and staff can work towards a shared goal of patient safety and quality care.

One notable perspective shared by the resistant managers is their concern for vital data obscuration due to the new system's complexity. This highlights a significant challenge in healthcare settings where accurate information is not just critical for compliance, but fundamentally linked to patient outcomes (Weber, 2020). Hence, any alteration in protocols must prioritize clarity and the ease at which information can be recorded and accessed. This requirement calls for ongoing assessment of new systems to ensure they meet both operational and patient care needs effectively.

Ultimately, as Louis attempts to navigate this turbulent period within his organization, he must embody resilience and adaptability. His ability to establish effective lines of communication, address the concerns of his team, and create an inclusive atmosphere will play a critical role in overcoming resistance to change. This can lead to an innovative and cohesive environment where quality care is at the forefront of every decision made, reflecting the teachings from both contemporary management literature and biblical principles.

References

• Cummings, T. G., & Worley, C. G. (2015). Organization Development and Change. Cengage Learning.
• Goleman, D. (2004). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
• Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
• Harris, L. (2017). Navigating Change: Strategies for Successful Transformation. Journal of Health Management, 19(4), 287-300.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Weber, J. (2020). The Importance of Accurate Data in Healthcare. Health Information Science and Systems, 8(1), 10.
• Yourth, R. (2021). The Role of Effective Communication in Healthcare Improvements. Communications of the ACM, 64(2), 32-34.
• Chong, Y., & Gradwell, J. (2019). Implementing Change in Healthcare: Lessons Learned. Health Care Manager, 38(2), 146-153.
• Smith, C. (2022). Ethical Leadership in Health Care: Balancing Organizational Goals and Patient Safety. The Healthcare Manager, 41(1), 20-25.
• Jones, M. (2023). Change Management in Health Care Organizations. Journal of Health Administration Education, 40(1), 59-72.