This paper describes about an organizational change that author encountered during her term as an RN on the cardiac floor in a multi-specialty hospital based out of Lubbock, Texas. The Problem
The management of the organization had received an interesting observation from the Business Intelligence and Performance Analytics team. The Intensive Care Unit (ICU) department was unable to effectively manage the increasing number of heart-stroke patients. The results were – compromised patient care and overall degraded quality. A high employee (nurse and nurse-techs) turnover was also observed in this particular department. The problem was very serious, as it had started to negatively affect the organization’s reputation of the best healthcare provider in the region. The patient satisfaction survey ratings stooped downward and the “not-so-good-service-anymore” talks were imminent in the market. There was a sense of urgency in the leadership of the organization and the pressure to solve this problem was obvious. A change in the organization was needed! The Need for Change
Why change? Healthcare requires nimbleness and adaptability for survival through responding, inducing or managing the change (Kohn, 2007). This problem is a great threat to the organization’s future. Changing the way heart-stroke patients are managed is the only solution and so, it is time for the leaders to lead and direct (Higgs and Rowland, 2000). What differences would it make? A survey of 514 healthcare CEOs showed reform implementation was the second most important issue (ACHE, 2011). If executed successfully, the changes would lead the organization towards its vision of being “the best and most reliable facility in the region”. The change would be resisted by the employees but will relieve their high turnover and bring a positive mood to the workplace in longer term (Cheng and Sonja, 2005). Framework to Guide the Change
Kotter’s Eight Step Change...