Planned Change In A Department Or Unit In Healthcare Organiz

Planned Change In A Department Or Unithealth Care Organizations Are Co

Review Chapter 8 in the course text. Focus on Kurt Lewin’s change theory, and contrast it with other classic change models and strategies. Reflect on problems, inefficiencies, and critical issues within a specific department, unit, or area in your organization or one with which you are familiar. Select one issue as a focal point for this assignment, and consider a change that could be made to address the issue. Think about how the change would align with the organization’s mission, vision, and values as well as relevant professional standards. Using one of the change models or strategies discussed in Chapter 8, begin formulating a plan for implementing the change within the department/unit. Outline the steps that you and/or others should follow to facilitate the change effort. Align these steps to the change model or strategy you selected. Determine who should be involved in initiating and managing the change. Consider the skills and characteristics that are necessary to facilitate this change effort.

Paper For Above instruction

Introduction

Healthcare organizations are in a constant state of flux, driven by evolving policies, technological advancements, and a continual pursuit of quality improvements and patient safety. At the department or unit level, targeted change initiatives are crucial for addressing specific inefficiencies while aligning with organizational goals. This paper explores a planned change within a hospital's nursing unit, proposing an intervention to improve medication administration safety, guided by Lewin's Change Theory. The discussion will cover the identification of the issue, the proposed change, its alignment with organizational standards, the choice of change model, a step-by-step implementation plan, and the personnel involved in managing the change process.

Problem Identification

The selected issue is medication administration errors within the medical-surgical nursing unit. Despite adherence to protocols, medication errors continue to occur, posing significant risks to patient safety and increasing healthcare costs. These errors are often attributed to communication breakdowns, distractions, and inconsistent adherence to protocols during medication rounds. Recognizing this problem's impact on patient outcomes, staff satisfaction, and organizational reputation underpins the necessity for a systematic change approach.

Proposed Change

The intervention proposed involves implementing a structured "Medication Safety Bundle" that emphasizes standardized communication, distraction minimization strategies, and competency refreshers. Specific components include a pre-administration timeout, use of barcode medication administration (BCMA) systems, and targeted staff training on communication and error prevention. The goal is to reduce medication errors by enhancing staff awareness, communication, and process adherence during medication rounds.

Alignment with Organizational Mission, Vision, and Standards

The proposed change aligns with the hospital’s mission to provide safe, quality patient care and its commitment to continuous improvement (Marquis & Huston, 2015). The vision of achieving excellence in patient safety is supported by standardizing medication administration protocols, thereby fostering a culture of safety and accountability (McAlearney et al., 2014). Furthermore, the change aligns with professional standards from the Joint Commission and American Nurses Association, which emphasize safe medication practices and effective communication as cornerstones of patient safety.

Change Model Selection and Rationale

The Lewin's Change Model is selected as the guiding framework for this initiative due to its simplicity, practicality, and emphasis on the stages of unfreezing, changing, and refreezing (Shirey, 2013). Its focus on preparing staff for change (unfreezing), implementing new behaviors (changing), and solidifying new practices (refreezing) makes it well-suited for the healthcare setting, where staff engagement and sustainability are critical (Mitchell, 2013). Lewin’s model encourages participative involvement, essential for overcoming resistance and fostering ownership of changes.

Implementation Steps

1. Unfreezing: Conduct a needs assessment and staff engagement sessions to highlight the importance of medication safety and the need for change. Secure leadership support and communicate the vision clearly. Educate staff on the proposed interventions and address concerns.

2. Changing: Introduce the medication safety bundle, including the use of checklists, barcode systems, and communication protocols. Provide targeted training sessions, simulations, and ongoing coaching. Encourage feedback and troubleshoot obstacles collaboratively.

3. Refreezing: Establish policies that incorporate the new practices into routine workflows. Recognize and reward adherence to protocols. Monitor medication error rates regularly and provide feedback to sustain improvements. Embed the change into organizational culture through ongoing education and leadership reinforcement.

Roles and Skills of Stakeholders

Implementing this change requires a multidisciplinary team comprising nursing managers, staff nurses, pharmacy personnel, and IT specialists. Nursing managers should possess strong leadership skills, change management expertise, and the ability to motivate staff. Staff nurses are responsible for adopting new procedures and providing feedback. Pharmacy staff ensures proper medication controls, and IT specialists facilitate BCMA system integration. Effective communication skills, adaptability, and a shared commitment to safety are vital characteristics for all involved.

Conclusion

Implementing a structured medication safety intervention using Lewin’s Change Theory offers a pragmatic approach to reducing errors within a nursing unit. By thoroughly unfreezing current practices, facilitating targeted change interventions, and refreezing new behaviors into daily routines, healthcare organizations can achieve sustainable improvements in patient safety. Success hinges on engaging multidisciplinary stakeholders, clear communication, and leadership support to foster a culture committed to continuous quality enhancement.

References

• Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Lippincott Williams & Wilkins.
• McAlearney, A., Terris, D., Hardacre, J., Spurgeon, P., Brown, C., & Baumgart, A. (2014). Organizational coherence in health care organizations: Conceptual guidance to facilitate quality improvement and organizational change. Quality Management in Health Care, 23(4). https://doi.org/10.1097/QMH.0b013e31828bc37d
• Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing Management, 20(1), 32-37. https://doi.org/10.7748/nm2013.04.20.1.32.e1013
• Shirey, M. R. (2013). Lewin's Theory of Planned Change as a strategic resource. The Journal of Nursing Administration, 43(2), 69-72. https://doi.org/10.1097/NNA.0b013e31827f20a9