As the person in charge of managing change in the acute surgical ward, I would use the techniques outlined by Yoder-Wise and Menix (2007) to put the new policy allowing one loved one of each client to spend the night in the hospital with the client into place. The approaches I would employ are as follows, with an illustration of how to put these into practice:
Effective communication will be the first strategy for managing change in the acute surgical ward. Effective communication plays a pivotal role in change management, and I will employ diverse communication channels to ensure everyone remains well-informed about the new policy and its implementation plan. Through open and transparent communication, we can foster understanding, mitigate resistance, and encourage active participation in the change process (Buljac-Samardzic & Wijngaarden, 2020). For example, I will conduct a comprehensive staff meeting to discuss the change, emphasizing its benefits openly. To enhance comprehension and retention, I will distribute well-crafted written materials and employ visual aids that make the information more captivating and memorable. By prioritizing clear and concise communication, we will alleviate anxiety and minimize resistance to the change.
Education is the second method for controlling change in the acute surgical ward. Education comprises providing staff and clients with the necessary information and abilities to acclimate to the new policy successfully. To do this, I’ll see to it that all staff members receive thorough training on the new policy’s implementation procedure and how to handle any problems that could come up (Robbins & Davidhizar, 2020). Staff members will have the knowledge and skills to successfully navigate the changes if they receive the necessary training. This will increase their competence and sense of security as they carry out the policy. Simultaneously, clients will receive adequate support and information to comprehend and adjust to the new policy, facilitating a seamless transition and promoting positive outcomes.
For example, as part of the training procedure, I will give staff employees in-depth instructions on how to properly handle disputes between prominent people and client-significant individuals. They will have the skills needed to respond to these circumstances in a respectful and helpful manner thanks to this training. Giving staff and clients clear direction and educational materials can help them navigate potential difficulties and promote a peaceful and inclusive workplace.
Offering staff assistance in managing change on the acute surgical ward is the third method I’ll use. Providing staff and clients with support includes helping them through the change process on an emotional and practical level. Making sure staff employees have access to the tools they need to perform their duties effectively will be a top priority for me as the change leader (Teisberg et al., 2020). To help people adjust to the new policy successfully, this also entails giving them the training, resources, and any other assistance needed. I’ll also create a welcoming atmosphere where employees feel free to ask questions and voice their concerns.
For example, I’ll place a high priority on educating staff members in good communication techniques so they can explain the specifics of the new policy to clients and their significant others as part of the support process (Yoder-Wise & Sportsman, 2022). The significance of guaranteeing the security and comfort of clients and their significant others throughout their stay will also be emphasized during this session. In order to help clients and their significant others navigate and cope with the changes brought about by the new policy, I will also make sure they have access to the required support services, such as therapy.
All parties will be involved in the fourth strategy. By actively involving staff and clients in the process of change, involvement cultivates a sense of ownership over the new policy. To do this, I will aggressively include staff members in the planning and execution phases. This will be accomplished by asking for their insightful opinions, welcoming criticism, and embracing suggestions. By doing this, we can make sure that their opinions are taken into account and that they have the power to influence the creation and success of the new policy (Boselie et al.,2021). For example, to involve staff members in the design and executing of the new policy, I will actively ask for their views on boosting the comfort and relevance of significant others’ stays. Their valuable input will be sought to improve and ensure a meaningful experience (Dutheil et al., 2019). By appreciating the viewpoints of both staff and clients, we can establish a collaborative environment, create a more pleasant and meaningful stay for significant others, and consistently enhance the policies to meet their requirements efficiently.
The fifth strategy for managing change in the acute surgical ward will be empowerment. Staff members that are empowered have the freedom to decide for themselves and take an active role in the change process. In order to accomplish this, I will actively solicit the staff’s insightful views and suggestions while preparing and implementing the new policy (Choi & Kim, 2019). By doing this, we can take advantage of their knowledge and perceptions and enable them to make a significant contribution to the formulation and success of the policy. This inclusive strategy encourages staff members to have a feeling of ownership and autonomy while cultivating a collaborative and empowered work environment, which results in more successful implementation and beneficial outcomes.
For example, I will actively seek their ideas on keeping clients and their significant others safe and secure throughout their stay to involve staff members more fully in the formulation and execution of the new policy. We value their opinions and recognize their knowledge by seeking their smart comments (Yoder-Wise & Sportsman, 2022). This feeling of empowerment leads to a deeper commitment to and involvement in the change process, which facilitates a more seamless transition. Participating in decision-making with the employees enables us to benefit from their knowledge and expertise, ultimately enhancing the efficacy and efficiency of the policy’s implementation.
Finally, I’ll use an evaluation technique to manage change in the acute surgical ward. Evaluation entails actively following the new policy’s execution to spot problems and make corrections. To accomplish this, I will actively solicit feedback from the employees, customers, and their significant others. Additionally, I’ll routinely review the implementation procedure. By doing this, we can identify and address any faults or problems immediately (Talevski et al., 2020). For example, as part of the evaluation process, I will closely monitor the safety and security measures implemented for clients and their significant others throughout their stay. Additionally, I will assess the effectiveness of the training programs and written materials provided to both staff and clients. This will involve gathering feedback from staff, clients, and significant others to identify areas that require improvement or adjustment. By conducting these assessments, we can ensure that the policies and protocols adequately address safety concerns and that the training materials effectively educate staff and clients.
In conclusion, managing change in an acute surgical ward requires effective change management strategies. The strategies proposed by Yoder-Wise and Menix (2007), including communication, empowerment, support, Education, involvement, and evaluation, can help ensure a smooth transition to the new policy of allowing one significant other to stay overnight with each client. Applying these strategies will help reduce anxiety and resistance to change, empower staff, and ensure the safety and comfort of clients and their significant others.
References.
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Buljac-Samardzic, M., Doekhie, K.D. and van Wijngaarden, J.D.H. (2020). Interventions to improve team effectiveness within health care: A systematic review of the past decade. Human Resources for Health, [online] 18(1). doi: https://doi.org/10.1186/s12960-019-0411-3.
Choi, S., & Kim, M. (2019). Effects of structural empowerment and professional governance on autonomy and job satisfaction of the Korean nurses. Journal of nursing management, 27(8), 1664-1672. https://doi.org/10.1111/jonm.12855
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Robbins, B., & Davidhizar, R. (2020). Transformational leadership in health care today. The Health Care Manager, 39(3), 117-121. DOI: 10.1097/HCM.0000000000000296
Talevski, J., Wong Shee, A., Rasmussen, B., Kemp, G., & Beauchamp, A. (2020). Teach-back: A systematic review of implementation and impacts. PloS one, 15(4), e0231350. https://doi.org/10.1371/journal.pone.0231350
Teisberg, E., Wallace, S., & O’Hara, S. (2020). Defining and implementing value-based health care: a strategic framework. Academic Medicine, 95(5), 682. doi: 10.1097/ACM.0000000000003122
Yoder-Wise, P. S., & Sportsman, S. (2022). Leading and Managing in Nursing E-Book. Elsevier Health Sciences.
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