Assignment: Change Implementation and Management Plan
Assignment: Change Implementation and Management Plan
It is one of the most cliché of clichés, but it nevertheless rings true: The only constant is change. As a nursing professional, you are no doubt aware that success in the healthcare field requires the ability to adapt to change, as the pace of change in healthcare may be without rival.
As a professional, you will be called upon to share expertise, inform, educate, and advocate. Your efforts in these areas can help lead others through change. In this Assignment, you will propose a change within your organization and present a comprehensive plan to implement the change you propose.
To Prepare:
Review the Resources and identify one change that you believe is called for in your organization/workplace.
This may be a change necessary to effectively address one or more of the issues you addressed in the Workplace Environment Assessment you submitted in Module 4. It may also be a change in response to something not addressed in your previous efforts. It may be beneficial to discuss your ideas with your organizational leadership and/or colleagues to help identify and vet these ideas.
Reflect on how you might implement this change and how you might communicate this change to organizational leadership.
The Assignment (5-6-minute narrated PowerPoint presentation):
Change Implementation and Management Plan
Create a narrated PowerPoint presentation of 5 or 6 slides with video that presents a comprehensive plan to implement the change you propose.
Your narrated presentation should be 5-6 minutes in length.
Your Change Implementation and Management Plan should include the following:
An executive summary of the issues that are currently affecting your organization/workplace (This can include the work you completed in your Workplace Environment Assessment previously submitted, if relevant.)
A description of the change being proposed
Justifications for the change, including why addressing it will have a positive impact on your organization/workplace
Details about the type and scope of the proposed change
Identification of the stakeholders impacted by the change
Identification of a change management team (by title/role)
A plan for communicating the change you propose
A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose CORE SKILL: a change plan is a plan for managing PEOPLE, not a plan for changing a process. The technical change is usually the easy part; the resistance is the assignment.
CHOOSE AND APPLY A NAMED CHANGE MODEL — do not freestyle:
— LEWIN’S THREE STEPS: UNFREEZE (create dissatisfaction with the status quo; establish the need — this is the step most change efforts skip, and skipping it is why they fail), CHANGE/MOVE (implement, support, train), REFREEZE (hardwire the new state into policy, orientation, workflow, and reward structures so it doesn’t decay). Lewin’s accompanying tool is FORCE FIELD ANALYSIS — driving forces vs. restraining forces — and his key strategic insight is that REMOVING RESTRAINING FORCES is generally more effective than adding driving forces (pushing harder against resistance produces more resistance).
— KOTTER’S 8 STEPS: create urgency; build a guiding coalition; form a strategic vision; enlist a volunteer army; enable action by removing barriers; generate SHORT-TERM WINS (critical — momentum requires visible early success); sustain acceleration; institute change. Kotter’s most-cited finding is that the commonest failure mode is declaring victory too early.
— ROGERS’ DIFFUSION OF INNOVATIONS: innovators (2.5%), early adopters (13.5%), early majority, late majority, laggards. The strategic implication is concrete: recruit EARLY ADOPTERS as champions; do not spend your energy converting laggards first. Adoption is predicted by five attributes — relative advantage, compatibility, complexity, trialability, and observability — and if your change scores badly on complexity or observability, fix that before launching.
— ADKAR (individual-level: Awareness, Desire, Knowledge, Ability, Reinforcement) — useful because it diagnoses WHERE an individual is stuck. Someone who lacks DESIRE cannot be fixed with more TRAINING, which is what organizations reflexively provide.
THE ELEMENTS THE RUBRIC REQUIRES: description of the change and the need for it (with DATA); STAKEHOLDER analysis (who is affected, who has power, who will resist and WHY — and resistance is usually rational from the resister’s vantage point, so treat it as information rather than obstruction); the change model applied step by step; the IMPLEMENTATION TIMELINE with milestones; RESOURCES required; a COMMUNICATION PLAN (who hears what, from whom, through which channel, and when — under-specified communication is the most common single cause of failure); and a plan for MEASURING SUCCESS.
MEASUREMENT: outcome, process, AND BALANCING measures. State the data source and the collection interval.
LEADERSHIP STYLE MATTERS: TRANSFORMATIONAL leadership (inspiring a shared vision, individualized consideration, intellectual stimulation) is the style most consistently associated with successful change and with healthy work environments — and is associated in the nursing literature with lower burnout and better patient outcomes. Contrast with transactional (exchange-based) and laissez-faire (associated with the WORST outcomes).
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