Nursing turnover is a considerable issue the vast majority of healthcare facilities have to face. The hospital is currently trying to reduce the turnover rate by launching a new mentorship program for new nurses. A nurse leader, Ms. Smith, is the change agent that is managing this process. The leader plays a key role in the process of change, and this figure is central to a new incentive’s success or failure to a considerable extent (Disch, 2017). Ms. Smith is aware of the role she plays and invests a substantial amount of time in supervising the implementation of the project. The change agent employs Kotter’s model of change consisting of eight stages. The initiative is at present in the seventh stage, building on the change. Nurses received training and the materials necessary to be effective mentors several weeks ago, and they are mentoring new nurses. However, the change is facing quite a significant resistance. One of the reasons for this can be an inappropriate execution of the fifth and sixth stages associated with nurse empowerment and the creation of quick wins.
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Nurses still feel their voices are unheard and often perceive mentorship as annoying and even overwhelming, as well as ineffective, duty. Ms. Smith is likely to have acknowledged her mistake and is now trying to reduce nurses’ resistance. She arranges regular meetings where the staff discusses the ways to improve the program. Some of the suggestions will be utilized as a component of the program within a week. Nurses’ suggestions regarding reimbursement are still being negotiated. The steps undertaken to minimize resistance are rather successful as nurses are changing their attitudes towards the novelties and becoming more prepared to embrace the change.
Disch, J. (2017). Leadership to create change. In G. Sherwood & J. Barnsteiner (Eds.), Quality and safety in nursing: A competency approach to improving outcomes (pp. 301-314). John Wiley & Sons.