Introduction
Nursing is a highly dynamic industry; constant improvement and adjustment are needed to offer excellent patient care. A major change project in nursing practice is the compulsory head-to-toe patient assessment for all patients in hospital wards. Therefore, this proposed change would highlight the importance of a full body physical assessment on every patient, underscoring its importance, the beneficiaries, and their advantages. It provides a basis for correct diagnosis and subsequent treatment. Assessment in this sense can reveal such subtle signs and symptoms that can be overlooked and help healthcare providers detect health problems or complications early, leading to better patient prognoses (Alsarraf et al., 2019). This method comprises systemic checking for all the body systems to avoid missing crucial details.
The major winners from this change intervention are the patients themselves. Comprehensive head-to-toe assessments by health providers result in individualized care, giving more satisfaction to patients and better overall health. This attains physical and psychological attentiveness to patients’ needs, which is imperative in their recovery experience during their hospital stay. Further, the assessment also benefits healthcare institutions (Belleza). These conditions reduce rates of readmissions, rational allocation of resources, and even lower health care costs. Hospitals can enhance their reputation and overall quality of care by identifying health issues and customized treatment plans early.
Plan for proposed change
Preparing for a new proposed change project is key to laying down a good base for a successful transformation during the Unfreezing Stage of Lewin’s Change Theory. This phase entails a slow and systematic process that guarantees people and the organization are prepared to undertake change. To plan and prepare for my proposed change project, I will undertake the following key steps: Additionally, data collection comes first. This implies the gathering of data and analysis on the related change. With thorough research and data collection, I will be able to identify the existing problems and impediments that should be solved first (Alsarraf et al., 2019). The organization will use the findings to learn about the present situation in the company.
The next important step is to identify the issue. It is important to specify a particular problem or a chance to be improved, which requires the change. The identification should give an adequate description, enabling one to understand the issue that needs to be addressed. This entails analysing the available information and the problem under consideration and determining if a change is the solution. Thirdly, it is crucial to ensure the problem’s recommended solution is real. Communicating to stakeholders about change requirements will be among my responsibilities (Suntharalingam et al., 2020). This communication must be clear and persuasive and aim to address the concerns and motivations of the individuals the change will impact. Involving all relevant parties will create awareness and will change.
Strategies for Motivation and support
Any change initiative must ensure that it motivates and supports the change. Thus, there is a need to present a clear and convincing vision of the change which is in line with the mission and objectives of the organization. To create a sense of enthusiasm and commitment towards the change, you must develop a clear and inspiring narrative highlighting the benefits to individuals and the organization. It also involves committing resources, time, and effort to the change initiative to underscore its importance (Alsarraf, 2019).
Tackling discomfort directly can be useful. Leaders should promote transformational dialogues instead of just making them less painful. Through the use of such questions as “what would you like to do about that?” leaders empower them to be part of the change process and encourage problem-solving, thus creating a feeling of being in control. It is important to provide continuous support and training. The information and skills provided to those involved would equip them and consequently give them confidence as they negotiate their way through transition, as pointed out in Belleza’s article.
Health care settings
The healthcare setting is characterized by constant change, and one such change can completely alter the organizational unit. When one thinks of change in healthcare, several major aspects must be considered. Safety for patients and quality of care is a must. Therefore, any change introduced should be in relation to these factors and must maintain patient outcomes and well-being. Compliance with regulations and the standards for healthcare is also very important. Failure to follow these could mean jail time or even fines. Finally, healthcare professionals are critical in any change initiative (Suntharalingam et al.,2020). These include their buy-in, engagement, and adaptability factors. Enough preparation must be in place to help a smooth change and counter any resistance to change.
Some of these possible changes in healthcare settings include technology advancements, changes in care modalities, and revision of administrative processes. Such changes go beyond the organizational unit and can be far-reaching. Those initiatives could increase efficiency, better patient care, or cost-savings, but they might initially interrupt the existing routine, causing resistance and problems. This can reduce staff morale, workflow patterns, and the way resources are allocated (Belleza). A successful set of change management strategies for minimizing disruptions, maximizing the benefits of the change and thus, better patient care for optimal results and organisational outcomes.
Communication Channel
Any healthcare setting requires effective communication channels in managing change, formally and informally. This can be in official meetings, emails, memos, and reports. For instance, healthcare leaders can regularly conduct staff meetings to inform the team about the proposed change and provide relevant information based on the obtained data and findings. Moreover, policies and instructions should also be revised and sent out to necessary partners.
Equally important, these channels are usually informal, involving discussions, social interactions, and internal information networks of the organization. Such channels can shape staff perceptions and attitudes. For example, casual conversations between nursing personnel during break times can be a forum for disclosing personal feelings and perceptions on the change. Leaders should appreciate that informal communication is important for effective leadership (Alsarraf et al., 2019). They involve employees at all levels to discuss fears and promote a supportive attitude within the organization.
Healthcare providers are the most important stakeholders in the healthcare setting. Other important stakeholders may be administrative staff, patients, and external partners. These groups demand specific communication to make them understand the change, the effect of the process and their contribution to the transition period (Suntharalingam et al., 2020). A good communication strategy that involves formal and informal media will make the change received, understood and implemented properly.
Impact of the change
The workload of health care personnel, however, is subject to change. However, initially, it might increase workload through training, adjusting to new processes, and incorporating change-oriented tasks. However, this could be an effective measure that would later simplify the flow of activities, thereby enhancing efficiency and reducing workload over time as operations become easier. Short-term budgets are susceptible to change, particularly in such circumstances (Belleza). These initial budgets are always stressed due to implementation costs, training, and technology updates. However, in the long term, such costs may be countered by gains in efficiency and improved patient outcomes, thus resulting in better financial returns. Quality of care can be enhanced or eroded by change.
If the change is about using new methods and techniques for enhancing care provision, the change can raise the quality of care provided. On the other hand, the change may disturb the established processes and only lead to a temporary decrease in quality (Alsarraf et al., 2019). Changing healthcare has a profound effect on patient satisfaction. Patient satisfaction can be enhanced using positive changes that result in better care, lower wait times, or personalized care. On the other hand, changes that need to be better implemented and those that negatively impact quality can decrease satisfaction.
Reflection and Conclusion
Looking at this perspective change project has given me a better understanding of how complex and critical the change process is for organizations, especially in delivering health care services. Organizations should keep on top of their industries by constantly changing or evolving as the world becomes ever-fluid. This allows them to provide better patient care, improve efficiency, and effectively face new challenges. The proposed change in the assessed environment, such as mandatory head-to-toe assessments for admitted patients, would enhance patient outcomes and satisfaction, simplify operations, and contribute toward an overall culture of continuous improvement. With good, carefully planned change, change can be healthy and improve the whole healthcare environment in a way that benefits all staff and patients.
References
Alsarraf, E., Myers, J., Culbreth, S., & Fanikos, J. (2019). Kratom from head to toe—case reviews of adverse events and toxicities. Current Emergency and Hospital Medicine Reports, 7, 141-168.
Belleza, M. Head-to-Toe Physical Assessment Guide for Nurses.
Suntharalingam, S., Smith, E., Cohen, J., Buba, M., & Pajer, K. (2020). 14 Head to Toe Practice: Implementation and Outcomes of a Suicide Screener in Pediatric Hospital Inpatient Units. Paediatrics & Child Health, 25(Supplement_2), e5-e6.
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