Change Model Development Assignment

Develop a Change Model
Research the various change models used by organizations today. After assessing these models, create a change model conducive to your field, (NURSING) and that will work within your organization\’s culture. This model should serve to implement a strategic process that can help your organization integrate
a change and respond to the internal or external driving forces that affect organizational success. Create a visual representation of your model using a graphic organizer of your
choice (flow chart, concept map, etc.). The design of your model will be unique and relevant to your organization, based on a critical analysis of its culture and behavior Change Model Development Assignment. However, your model must demonstrate the necessary steps for realistic implementation. Your model will be assessed on the quality of strategic implementation you design, the support you present
for your model, and inclusion of the following concepts:
Methods to evaluate the need for change.
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Approach and criteria for choosing individuals or teams necessary for a change initiative. Communication strategies
Strategies to gather stakeholder support and overcome resistance. Implementation strategies. Sustainability strategies

Once you have created your model, prepare a 15-20 slide PowerPoint presentation to present your model and
demonstrate how this model is relevant to your organization and why it will work well within your organization\’s culture. In conclusion, discuss why this model will lead to sustainable
change when most change initiatives fail. You will utilize this change model for your final paper.
As healthcare providers rethinking the organizational roles given perceived market imperatives mergers, acquisitions, internal restructuring, organizational development becomes imperative.
This change focuses on proximity to competitors, state regulation and governance norms.
Example of barriers, overestimating or underestimating collective capabilities to implement the change.
Focus on team readiness (capabilities, commitment to change and comrade among team members) for the change to produce anticipated benefits Change Model Development Assignment.
developing an effective plan for implementing the change; getting people involved and invested in implementing the change; coordinating tasks so that implementation goes smoothly; anticipating or preventing problems that might arise during implementation; and managing the politics of implementing the change.
I would like to use the 5-nursing process 1. Assessment 2. Diagnosis 3. Planning 4. Implementation 5. Evaluation a

To patients staff is a big part of their care experience in the hospital because their satisfaction is influenced by the care the front liners render. Dedicated and satisfied nurses dictates how patients respond to their experience.

REFERENCES
ADKAR: Simple, Powerful, Action Oriented Model for Change (n. d.). Retrieved from

 https://www.change-management-coach.com/adkar.html

Kotter, P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change
their organizations. Boston, MA: Harvard Business Press.
Change model

Scope of the Problem

It has been noted that the very nature of nurses’ professional practice exposes them to situations that require their compassion on a regular basis. There are occasions when nurses experience and witness distressing situations that they cannot control. The result is that they experience an emotional backlash that could be psychologically crippling. It is this backlash that denoted compassion fatigue (Ray et al., 2013). If left unaddressed, compassion fatigue has a negative impact on the completion of professional duties with the affected nurses forced to develop negative coping behaviors. Given the nature of the problem, and the fact that it has a negative impact on nurses’ ability to complete their professional tasks, it is only logical for its address to be a matter of priority. The immediacy of the problem address will ensure that the effects are reversed, and they do not turn permanent (Boyle, 2011). In line with this knowledge, the solution has been proposed as supporting nurses in developing a work/life balance, being educated on what the problem entails, and exposing them to work setting interventions that include counseling, support groups and therapy (Potter et al., 2013) Change Model Development Assignment.

PICOT question

The PICOT question presented for the compassion is that “Among nursing personnel who provide medical services to high-risk population, does educating them about compassion fatigue reduce its incidence by 20% while improving resiliency over a period of four months?” This describes the principal aspects of the issue of interest by presenting the problem and population of interest. The question directly targets the problem of compassion fatigue regarding nurses while setting a tangible goal to test how will the change model and strategy were at bringing about change. Answering the question addresses compassion fatigue among nurses and presents a change strategy.

The four PICOT elements have been presented as:

P- (Patient, population, or problem): Nursing personnel working with high-risk populations who could include psychiatric patients.
I – (Intervention): Educate nurses about compassion fatigue and interventions to decrease compassion fatigue.
C – (Comparison with other treatment/current practice): No education to decrease compassion fatigue and build resiliency.
O – (Desired outcome): Create compassion fatigue awareness, build resiliency and decrease compassion fatigue by 25%.
T – (Expected time for change to occur): Realize the expected change after four months of the change being implemented.
Evidence to Support Need for Change

A review of literature on compassion fatigue (Boyle, 2011; Potter et al., 2013; Ray et al., 2013) shows that education is the most preferred intervention strategy for the problem. In this case, the peer-reviewed articles intone that the best strategy is to educate the nurses on how to approach and address the problem. In addition, they should also be informed on how best to reduce its occurrence. It is common knowledge that effective and efficient nursing is only possible of the practitioner is compassionate. This need is greatest when dealing with high-risk patient groups who have a greater incidence of tragedies that the nurses are forced to observe and experience. The situation is exacerbated by the fact that these tragedies are beyond the nurses’ control. It is this state of affairs that results in the nurses experiencing compassion fatigue (Ray et al., 2013). If the situation is not arrested even as it buds, it could progress to an emotionally crippling stage where the affected nurse is forced to develop negative behaviors as coping mechanisms. Ultimately, the affected nurse is unable perform their professional duties efficiently and effectively. This state of knowledge underscores the need for the problem address at the earliest opportunity. Obviously, such a strategy would reverse it and ensure that it does not become permanent. Addressing the problem calls for balancing education, work and life through therapy, support groups and counseling (Boyle, 2011; Potter, 2013) Change Model Development Assignment.

Description of the change model used

The change model adopted for the program is the John Hopkins Nursing model (JHNM). Developed by the Institute for John Hopkins Nursing, the model has been deemed appropriate since it is specifically targeted at nursing and ensuring evidence-based practice (EBP) is adopted in institutions where nurses practice. In the present case, the problem was addressing compassion fatigue among nurses at the hospital facility and ensuring that turnover and the incidence of destructive behavior (such as substance abuse, suppressed emotions, isolation and apathy) were reduced, as well as ensuring that nursing practice was both efficient and effective at the facility. With regards to the model, its choice is based on the fact that the problem has been assessed and the model has managed to produce a strategic implementation plan that will be used to train nurses on how best to avoid compassion fatigue (Fulton, Lyon & Goudreau, 2014; John Hopkins Medicine, 2018). To ensure that the JHNM synthesizes and translates the evidence into practice (in line with EBP concerning compassion fatigue), three principal nursing tools will be applied. This will be research, education and practice. In this case, research has been conducted to determine the best strategy for addressing compassion fatigue regarding nurses as well as collecting tangible peer-reviewed evidence to support the pilot programs implementation. The collected evidence suggests that educating nurses on what the problem entails and how best to address it is the best strategy for reducing its incidence. Finally, the results of the pilot program will be used to influence standard nursing practice in the institution by recommending the best strategy to address the problem based on whether the treatment group had better results than the control group (Whitem & Dudley-Brown, 2011).

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Action plan

The program will first target the nurses operating in the mental health department. This is because they have been identified as the most at risk group for being affected by compassion fatigue. They will be divided into two groups to include a study group and a control group. The control group will maintain their normal operations while the study group will be educated on the best strategies for managing compassion fatigue. Participation in the program is considered voluntary. Before the commencement of the program, the participants will be subjected to a pre-structured questionnaire based on ProQOL IV tool to test their compassion fatigue levels. They will then be subjected to the same questionnaire every month for the duration of the whole program. The results will then be compared for the two groups and for the whole duration to determine whether the intervention had any effects and if they were positive. The results will then be published at the conclusion of the program, with recommendations made over whether the program should be universally applied to address compassion fatigue among nurses.

Timeline for the Plan

The program will run over four months. Before its commencement, two months will be used to prepare for it. Firstly, the project management team will be selected in the first month. Secondly, the questionnaire tools will be prepared and the nurses recruited in the second month. Thirdly, the program will be run for the next two months in which case the nurses will be subjected to the questionnaires on a monthly basis, with the study group subjected to the intervention program as an additional strategy. Finally, the results will be coalesced, analyzed and presented in the fifth month, with recommendations made over whether the intervention was to become a standard operating procedure at the facility Change Model Development Assignment.

Nurses Role and Responsibility in the Pilot Program

The nurses’ role in the pilot program will be the primary source of information. In this case, they will be divided into two groups as the study and control group. The study group will continue with their practice as normal while the study group will be subjected to the intervention program. Even as the program continues, they will be asked to complete pre-structured questionnaires on a monthly basis. As such, the nurses’ role and responsibility in the pilot program will be to act as the primary source of information.

Procedure

The procedure adopted for the program will be conducted in over three steps. Firstly, the projected management team will be appointed. Secondly, the tools to be applied in the program will be collected to include the questionnaire, training material, counseling and mentorship strategies. Thirdly, the nurses will be recruited into the study and control groups. The study group will involve targeted training, counseling and mentorship. Finally, the nurses will be subjected to the questionnaires with the results coalesced and presented in tables and figures for easy comparison.

References

Boyle, D. (2011). Countering compassion fatigue: a requisite nursing agenda. Online Journal of Issues in Nursing, 16(1), Manuscript 2. doi: 10.3912/OJIN.Vol16no01Man0

Fulton, J., Lyon, B. & Goudreau, K. (2014). Foundations of clinical nurse specialist practice (2nd ed.). New York, NY: Springer Publishing Company, LLC.

John Hopkins Medicine (2018). Evidence-based practice. Retrieved from http://www.hopkinsmedicine.org/institute_nursing/continuing_education/evidence_based_practice.html

Potter, P., Deshields, T., Berger, J., Clarke, M., Olsen, S. & Chen, L. (2013). Evaluation of a compassion fatigue resiliency program for oncology nurses. Oncology Nursing Forum, 40(2), 180-187.

Ray, S., Wong, C., White, D. & Heaslip, K. (2013). Compassion satisfaction, compassion fatigue, work life conditions, and burnout among frontline mental health care professionals. Traumatology, 19(4), 255-267. doi: 10.1177/1534765612471144

Whitem, K. & Dudley-Brown, S. (2011). Translation of evidence into nursing and health care practice. New York, NY: Springer Publishing Company, LLC Change Model Development Assignment.

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