Introduction
The issues currently affecting my organization are ineffective conflict-resolution skills, an inefficient mentoring program, an unbalanced workload and nurse-patient ratio, and a lack of leadership. According to the workplace environment evaluation, corporate culture is not examined regularly and does not reflect the organizational mission; hence, the culture lacks uniformity across units. Employees who had disagreements did not find a solution to be successful since they still had the same problems. Despite the organization’s extensive mentorship program, new nurses find it ineffective. According to these nurses, their mentors do not have time to train them. The results revealed that the indicators of comprehensive mentoring employees’ involvement, conflict resolution, and task balance should be enhanced.
Description of the change
The proposed change is leadership endorsement because it will help solve disputes, improve the mentoring program, and balance workload and nurse-patient ratio. Effective leadership will improve patient and staff safety, while evidence-based practice (EBP) mentors’ training will modify and enhance the current mentoring program. The EBP set of skill developments will improve organizational knowledge by offering proper training, lowering workload, and resolving personnel difficulties such as nurse shortage, burnout, and workload. The change will impact the whole organization; it is radical because it will modify the organizational practices, especially the current mentoring program. Patients, families, and nurses are stakeholders that the change will impact. Fostering EBP inside organizations necessitates a solid foundation; thus, the type of change is organizational. Senior and frontline managers will form a change management team (Tostad et al., 2016). They will develop a plan for EBP mentors’ training and distribution of the mentors across units.
Plan for communicating the change
Essentially the plan for communicating the change by Cullen and Adams (2012) and Kottler’s eight-stage process will be utilized.
Kotter’s eight-stage method for implementing change is widely acknowledged as one of the most well-known approaches to organizational transformation and the most effective formula for success in change management (Pollack & Pollack, 2014; Seijts & Gandz, 2018). First and foremost, a sense of urgency should be established. The second phase is to form a governing coalition, followed by the third step, which is to build a vision and plan. Moreover, it is critical to communicate the change vision and empower broad-based change. The following phases include generating short-term wins, consolidating gains, and producing additional change. Finally, the process is finished by establishing new approaches as cultural norms.
Risk mitigation plan
When implementing a change, the organization may encounter risks such as inflexible nursing schedules, a lack of EBP expertise, nurse discomfort with a new mentorship program, and low patient satisfaction. Thus, I would recommend establishing a regulatory body. According to Broome and Marshall (2021), regulatory agencies have a significant impact on care delivery, particularly in terms of quality and safety. Second, it is vital to consider patient requirements; shared-decision making could be an option included in the risk mitigation plan. Patients should be at the center of evidence-based practice from start to end; they are the most critical stakeholders. Broome and Marshall (2021) suggest that in an era of rising healthcare consumerism, patient care requirements need organizations to investigate patient wants, interests, and values. Patient happiness has been linked to the quality of care or the performance of healthcare professionals. Finally, the plan involves balanced workforce distribution among EBP mentors and nurses and partnerships with other institutions to share ideas and success.
Conclusion
The finding revealed that the organization lacks conflict-resolution skills and adequate leadership due to the current inefficient mentoring problem. Therefore, the change being proposed is to improve leadership in the organization via EBP mentors’ training and balanced distribution of the mentors across units. Additionally, plan and change communication will be performed utilizing Kottler’s eight-stage method. A risk mitigation plan will be implemented by establishing a regulatory body, promoting shared decision-making between managers, patients, and nurses, and enhancing partnerships with other institutions.
References
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer.
Cullen, L. & Adams, S. L. (2012). Planning for implementation of evidence-based practice.JONA: The Journal of Nursing Administration, 42 (4), 222-230. Web.
Pollack, J., & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organizational change program: Presentation and practice. Systemic Practice and Action Research, 28(1), 51-66. Web.
Seijts, G. H., & Gandz, J. (2016). Transformational change and leader character.Business Horizons, 61(2), 239-249. Web.
TEDx. (2013). Six keys to leading positive change: Rosabeth Moss Kanter at TEDxBeaconStreet [Video]. Youtube. Web.
Tistad, M., Palmcrantz, S., Wallin, L., Ehrenberg, A., Olsson, C. B., Tomson, G., Holmqvist, L. W., Gifford, W., & Eldh, A. C. (2016). Developing leadership in managers to facilitate the implementation of national guideline recommendations: A process evaluation of feasibility and usefulness. International journal of health policy and management, 5(8), 477–486. Web.