One organizational strength is that the hospital has an infection control nurse. She records and gathers data. She runs reports. She identifies issues. She communicates findings to the correct persons. Therefore, the hospital has put systems in place to monitor the occurrences of hospital infections; however, these systems are not effective. The infection control nurse performs inadequately in her role. Either the data she has collected is not reporting an increase in surgical infections, which means she erroneously read the data; or the data does reflect the correct incidents of infections, which mean she has not properly monitored the infection rates in the hospital. Another organizational strength is communication. The Perioperative Director,
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Then it can address the accuracy of data later. Patient safety is the top priority. The hospital should adapt the Kotter’s eight-step change model (Guizhen, S., 2016). The concept behind this model is to change the culture of an organization by changing people’s current behaviors through connecting with them emotionally. The eight steps are: “create urgency (need for change), build the guiding team, get the right vision, communicate for buy-in, empower action, create short-term wins, don’t let up and make it stick” (Guizhen, 2016, p.583). Urgency to change is communicated to key stakeholders using data from hospital-acquired infections reports. A guiding team helps develop implementation and evaluations plans with the hopes to increase risk-management abilities. Effective strategies are evaluated and rewarded. Guizhen (2016) reports that such models like Kotter’s change model helped save “hospital significant costs that would have been spent in treating the hospital-acquired infections” (Guizhen, 2016, p. 585). Another alternative is for the hospital to demote the infection control nurse. She is not preforming well. She has not motivated the employees or department heads to maintain a culture of zero tolerance of hospital acquired infections. It is her responsibility to have solid, accurate data and systems in place to safeguard patients and employees from preventable
Then it can address the accuracy of data later. Patient safety is the top priority. The hospital should adapt the Kotter’s eight-step change model (Guizhen, S., 2016). The concept behind this model is to change the culture of an organization by changing people’s current behaviors through connecting with them emotionally. The eight steps are: “create urgency (need for change), build the guiding team, get the right vision, communicate for buy-in, empower action, create short-term wins, don’t let up and make it stick” (Guizhen, 2016, p.583). Urgency to change is communicated to key stakeholders using data from hospital-acquired infections reports. A guiding team helps develop implementation and evaluations plans with the hopes to increase risk-management abilities. Effective strategies are evaluated and rewarded. Guizhen (2016) reports that such models like Kotter’s change model helped save “hospital significant costs that would have been spent in treating the hospital-acquired infections” (Guizhen, 2016, p. 585). Another alternative is for the hospital to demote the infection control nurse. She is not preforming well. She has not motivated the employees or department heads to maintain a culture of zero tolerance of hospital acquired infections. It is her responsibility to have solid, accurate data and systems in place to safeguard patients and employees from preventable