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Colorina's Change Model Analysis

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Change initiative: Implementation, evaluation, and sustainability Change is something that happens in our daily life, particularly in Health Care field. It is a path of continuous change, particularly due to the internal and external factors that affect the organizations. The change model the author has came up and was presented in the previous presentation called Colorina’s Change Model will be utilized in this paper to help the identified issue regarding communication of new information within the facility and could benefit from initiating a change. In this paper, the issue and the current outcomes as a result of the issue identified together with the external and/or internal driving forces, contributing issues, and the people affected; …show more content…

Internal forces of an organization pertain to people, events, structures, factors, conditions, and systems in the organization in which the company has the control such as the organizational culture, mission statement, and style of leadership. On the other hand, external forces are those factors that occur outside of the company, which could result in a change inside the organizations and most of the time the company has no control such as customers, the economy, technology, competition, political and social conditions, and resources (Hartzell, 2017). The identified external factors of the issue regarding the ineffective communication are technology and resources, while the internal factors are the sources of information and the method it is being spread …show more content…

SOAPIE or Subjective, Objective, Analysis, Plan, Intervention, Evaluation is well used in nursing as it is a systematic approach, goal-oriented nursing care plan that allows us to write a structured method of progress notes (Ward, 2013). By applying it to a change model, it will allow the organization I belong to have a structured plan on how to approach change whilst applying some of the lessons learned from Kotter’s Change Model, which goes hand and hand with

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Implementing a change can create anxiety or fear of failure in nurses, which may lead to a resistance to change practice. “Changes to a system may be anticipated and planned, or they may be sudden and unexpected” (Yoder-Wise, 2015). The reimbursement

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As a result, this adjustment in practice should be prioritized. The third phase is to build a team to develop, evaluate, and implement the change in practice. The team should comprise nursing and non-nursing professionals and stakeholders from the organization or unit. This team should be in charge of developing,

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In our facility administration provide continuous training to leadership and staff in order to increase patient satisfaction, our motto is ”Communicate clearly and often", every interaction with patients is an opportunity to educate them. We start teaching and educating people from the day they come in, making sure they are prepared to take care of themselves at home. Another tool that we use to ensure effective communication is providing interpreters for patients who do not speak or understand English, this is crucial for information about medication and discharge instructions. Patient whiteboards were upgraded and are use to the fullest, they serve as a communication tool between hospital providers and as a mechanism to engage patients in their care, whiteboard use could improve teamwork communication as well as patient care and awareness of their care team, admission plans and duration of admission, and significantly improve patient overall satisfaction.

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The business world is continually changing with new visions, new technology, new systems and new projects. Change management is a complicated process that moves an organization from their current state to the expected future state. The way an organization responds and adjusts to changes will decide whether the change can withstand sustainability. Using Kotter’s process steps to change management will help organizations to implement a change more efficiently and effectively with minimal or no obstacles. The change entails restoring the health care to elderly patients in a geriatric facility.

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According to Lunenburg (2010), external communication is a type of communication where by an employee communicates to stakeholders from outside the

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Change Management in recruiting trained dialysis staff nurse rather than dialysis technician to Deliver Quality Nursing Care The term-change agent is one of the major roles of the nurse in the health care system. The nurse takes effect on the transformations of different lives, for both ill and well, through the various functions they perform. Chin and Benne in 1985 formulated a theory on the strategies in effecting changes to other people and to one’s self.

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IT doesn’t communicate changes holistically to all its members. Additionally, there is no standard template to be follow while promoting a change. This lack of planning results in disruption of operation and services to clients or customers. Finally, this

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According to Jessica Ritter, one key element of the planned change process is that “the most appropriate intervention method(s) is determined” (2021). This process falls under the broader category of generalist social work, which means that these social workers will be “prepared to effect change with individuals, families, groups, organizations, and communities”, according to Jessica Ritter (2021). The planned change process has multiple steps that social workers must follow to have the best chance of achieving their goals. Due to the close nature between the planned change process and the generalist social work, the steps within the planned change process and the stages of the generalist intervention model are very similar. The six stages of the planned change process are as follows, according to Jessica Ritter: “Engagement, assessment, planning, implementation, evaluation, and termination.”

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Describe your organization, include the organization's mission, and identify the various stakeholders. Grinnell Regional Medical Center (GRMC) is structured on a hierarchical basis that is comprised of the nurse or clinic manager who oversees the day to day work, the department heads who are responsible for the communications between the department and the executive leadership team and ensuring that the goals of the department are achieved, the vice president who answers directly to the CEO, the CEO who answers directly to the board. The organization is subdivided into acute care and outpatient services. Each of these service areas have been further divided into different departments such as emergency, surgery, radiology, and intensive care in the acute care subsection and urgent care, internal

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The CEO has mentioned that there are significant problems when it comes to the communication between management and employees. Also, he has mentioned that the Organizational goals are fully communicated to the top level management, but when it comes to the lower level management, specific goals of the company are not communicated. They are only informed about the overall vision of the company which is portrayed in their website. He doesn’t believe that it is essential for the development of the company, but this makes employees less anxious and unclear of what they are supposed to do and what they are really into. This might be the reason for the difficulties of vertical communication.

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Hence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.

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1931 Words | 8 Pages

As mentioned earlier, communication and information provision help reduce employee’s resistance to change and hence create an organizational culture that values change. According to Gill (2002), communication is the ‘blood’ of organizations and ‘oxygen’ of change implementation. Poor communication between leaders and the individual staff, on the other hand, could impede change programs (Huczynski and Buchanan, 2001, cited in Burnes, 2003). Frahm and Brown (2005) identify three communication channels, namely strategic information provision by top management, operational information provision by direct supervisors and conversations between peers (cited in Peus et al., 2009). During strategic information provision, top executives explain why changes are necessary and define their expectations from these changes projects, whereas during operational information provision, direct supervisors clarify roles and responsibilities during change processes and new requirements, if any, after the change and answer questions.

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Hence, the quality of communication is a critical aspect of successful change (Hayes, 2007). One form of effective communication strategy that PAT should adopt is “Underscore and Explore” which involves two-ways communication. This strategy allows managers to focus on the core issues related to the change. Employees are also given the opportunity to raise their concerns and feedbacks (Campitt, Dekoch and Cashman, 2000). Feedbacks in the form of surveys can be collected from the employees to improve in the change processes (Ford and Ford, 2010; Young and Post,

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2055 Words | 9 Pages

The importance of communication can never be over-emphasized as it is the ‘lifeblood’ of all organizations. It is of vital importance to the well being of a state, a business enterprise, a religion and other social or cultural identities including the family. The success of a business enterprise is directly proportional to the level of communication maintained by

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Thereby, individuals become more aware and open to change. This makes managing a change process easier, especially in an environment of transparency and high quality communication An important concept of change is the legitimacy of change, whereby the change is seen as tenable, acceptable and appealing in order to maintain cognitive and emotional involvement (Ten Have et al., 2015; Huy et al., 2014). Communication is an important part of change. The message should be explained differently (Rorty, 1989), have a clear and persistent scheme (Bartunek, 1993) and use positive and appealing language (Gill, 2002) There are five interconnected functions: trust, conflict, involvement, responsibility and result orientation which enables productive cooperation or connection within teams (Lencioni, 2002).

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