Initial Response
#3How does a nurse leader use change theory and implementation science to lead an organization through a formal change process? Describe a time when you used a theoretical change perspective to create a formal change within the healthcare organization where you currently work. What were the results? What would you do differently if you were to lead this change again in a different setting, at a different time, or within the same setting? Provide examples from your own work setting and other relevant evidence to substantiate your response. What is change? According to the authors, Leadlow and Stephens, J. H. (2018), change is altering and transferring efforts, behaviors, and attitudes to a new path. It is important for a nurse …show more content…
I believe that with the social workers and the physician assistants will be able to do this next change. They are already in the mindset and routine for starting the tasks earlier in the discharge process than later. If I were to do this process again, more meetings would be held instead of three. And, it does appear that this is mainly for social work and it is. The manager over the social workers does not understand the transplant process well. During this process, she was not able to help the social workers see the vision at the beginning. And at each meeting, she looked at a different part of the puzzle which was total length of stay and that was not the focus of the meeting or the vision.
References
Drenkard, K. (2013). Transformational leadership: Unleashing the potential. JONA: The Journal of Nursing Administration, 43(2), 57-58. doi:10.1097/NNA.0b013e31827f1ea0
Leadlow, G. R., & Stephens, J. H. (2018). Leadership for health professionals: Theory, skills, and applications. 3rd Ed. Burlington, MA: Jones & Bartlett Learning
Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing Management (Harrow, London, England : 1994), 20(1), 32.Selecting the best theory to implement planned change. Nursing Management (Harrow, London, England : 1994), 20(1),
#3How does a nurse leader use change theory and implementation science to lead an organization through a formal change process? Describe a time when you used a theoretical change perspective to create a formal change within the healthcare organization where you currently work. What were the results? What would you do differently if you were to lead this change again in a different setting, at a different time, or within the same setting? Provide examples from your own work setting and other relevant evidence to substantiate your response. What is change? According to the authors, Leadlow and Stephens, J. H. (2018), change is altering and transferring efforts, behaviors, and attitudes to a new path. It is important for a nurse …show more content…
I believe that with the social workers and the physician assistants will be able to do this next change. They are already in the mindset and routine for starting the tasks earlier in the discharge process than later. If I were to do this process again, more meetings would be held instead of three. And, it does appear that this is mainly for social work and it is. The manager over the social workers does not understand the transplant process well. During this process, she was not able to help the social workers see the vision at the beginning. And at each meeting, she looked at a different part of the puzzle which was total length of stay and that was not the focus of the meeting or the vision.
References
Drenkard, K. (2013). Transformational leadership: Unleashing the potential. JONA: The Journal of Nursing Administration, 43(2), 57-58. doi:10.1097/NNA.0b013e31827f1ea0
Leadlow, G. R., & Stephens, J. H. (2018). Leadership for health professionals: Theory, skills, and applications. 3rd Ed. Burlington, MA: Jones & Bartlett Learning
Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing Management (Harrow, London, England : 1994), 20(1), 32.Selecting the best theory to implement planned change. Nursing Management (Harrow, London, England : 1994), 20(1),