To remain viable and thrive in a complex and competitive environment, all health care settings need to prepare for and navigate change effectively. Planned change is a management .
responsibility. Yet, no matter what your position, as a nurse leader it is important for you to understand this process and develop the skills required to participate in change at any level of an organization, but particularly within a unit or department.
This week introduces key change theories, as well as strategies for project planning that can be used to address operational or practice dilemmas and thereby improve health care outcomes.
Learning Objectives
Students will:
Evaluate the effectiveness of a specific change in an organization
Critique the impact of a change on a nurses role and responsibilities
Define the skills and attributes necessary for facilitating change efforts
Apply change theory to a problem, inefficiency, or critical issue
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Learning Resources
Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course
Required Readings
Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
Review Chapter 7, Strategic and Operational Planning
Chapter 8, Planned Change
This chapter explores methods for facilitating change and the theoretical underpinnings of implementing effective change
McAlearney, A., Terris, D., Hardacre, J., Spurgeon, P. Brown, C., Baumgart, A., Nystrm, M. (2014). Organizational coherence in health care organizations: Conceptual guidance to facilitate quality improvement and organizational change. Quality Management in Health Care, 23(4), 254267 doi: 10.1097/QMH.0b013e31828bc37d
An international group of investigators explored the issues of organizational culture and Quality Improvement (QI) in different health care contexts and settings. The aim of the research was to examine if a core set of organizational cultural attributes are associated with successful QI systems.
Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing Management – UK, 20(1), 3237. doi: 10.7748/nm2013.04.20.1.32.e1013
Shirey, M. R. (2013). Lewin’s Theory of Planned Change as a strategic resource. The Journal of Nursing Administration, 43(2), 6972. doi:10.1097/NNA.0b013e31827f20a9
Required Media
Laureate Education (Producer). (2012g). Organizational dynamics: Planned change and project planning. Baltimore, MD: Author.
Note: The approximate length of this media piece is 9 minutes.
In this weeks media presentation, experts discuss how todays health care organizations can capitalize on the strengths of nurse leaders to plan for and navigate change effectively.
Accessible player
Optional Resources
Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
Chapter 9, Time Management
Batras, D., Duff, C., & Smith, B. J. (2014). Organizational change theory: implications for health promotion practice. Health Promotion International, Retrieved from MEDLINE with Full Text, EBSCOhost
This article reviews select organizational change models to identify the most pertinent insights for health promotion practitioners.
Discussion: Critiquing a Change Effort
As a nurse leader, you need to have the skills and knowledge to collaborate and communicate with those who plan for and manage change. This capacity is valuable in any health care setting and for many different types of change. Furthermore, it is essential to be able to evaluate a change effort and determine if it is promoting improved outcomes and making a positive difference within the department or unit, or for the organization as a whole.
To prepare:
Review Chapters 7 and 8 in the course text. Focus on the strategies for planning and implementing change in an organization, as well as the roles of nurses, managers, and other health care professionals throughout this process.
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