Organization development is dependent on the approach and selected interventions that are meant to meet set goals for the organization. When choosing an intervention, an evaluation of its impact on its development and ways to implement it should be done. The intervention strategies and methods should be adhered to to ensure that the selected intervention is effective and will yield the desired results. Interventions selected for organization development should ensure that diversity at the workplace and teamwork is promoted to improve the organization's performance. In the case of Center City Hospital, an accelerated leadership program was adopted. This article will assess the process of selection for the program, evaluate its application and suitability for the case, and discuss the rationale for the intervention's selected implementation strategy.
Intervention Selection
Before selecting the intervention, the problem was well described; the tension between nurses and physicians due to physicians' unprofessional behavior and poor nursing management. The nurses' essential functions were determined and operations to be involved in the accelerated leadership program defined. The training's desired goals were also selected, and the anticipated outcomes were listed ( Michie et al., 2017). The chosen program was measured against achieved the set goals. The preferred program's skills were also assessed, and the core components of the programs were studied to understand the essential functions of the program (Chauhan et al., 2017). A conclusion on the programs' selection was arrived at after ensuring that the program would meet the program's desired outcome, achieve a patient-centered approach in nursing care, and create a warm, safe and supportive working environment for the hospital staff. The evaluation also looked at the program's feasibility in terms of costs and applicability of the principles imparted to the field (Nielsen & Miraglia, 2017) . The programs' evaluation also considered the intervention's adaptation to various settings to ensure flexibility of the training in the organization's multiple stages.
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Intervention Implementation
Accelerated leadership program focuses on developing leadership skills to increase leadership participation and improve organizational management. These functions help ensure the nurse managers develop the right skills to ensure the facility's smooth operation (Chauhan et al., 2017). The program includes coaching employees on how to seize daily opportunities and improve their employee engagement. This approach will enhance the communication between nurse managers and junior nurses, thus improving the nurses' and physicians' association. The program also facilitates change in management if there is a need. The change will be achieved through the training process and teaching the nurses of different management approaches contributing to the organization's growth. The program's ability to transform management is assessed through analysis of the curriculum and its implementation. The curriculum also focuses on the effective leadership that will influence negotiation in the facility. Negotiation will create teamwork and better communication skills between employees, thus improving organizational development and performance.
The implementation or utilization of accelerated leadership programs focuses on client leadership, practice leadership, team and people development, and personal leadership. This approach focuses on individual intervention, group, and organizational intervention (Beckard, 1969). The skills parted through coaching, influence, and negotiation ensures that the individuals develop self-drive and focus in their line of duty. Similarly, the nurse leaders will develop better management skills to solve the conflicts between physicians and nurses in the facility (Nielsen & Miraglia, 2017) . The change in management will influence patient-centered care, which is a desired organizational change for the facility.
A selected implementation should be assessed before implementation. The evaluation should look at the program's sustainability to the organization, its feasibility, and the replicability of the skills imparted. The selected intervention should only be implemented if, after evaluation, it is found suitable and likely to yield or the desired outcomes.
References
Beckard. R. (1969). Organization Development: Strategies and Models.
Chauhan, B. F., Jeyaraman, M., Mann, A. S., Lys, J., Skidmore, B., Sibley, K. M., ... & Zarychanksi, R. (2017). Behavior change interventions and policies influencing primary healthcare professionals’ practice—an overview of reviews. Implementation Science , 12 (1), 1-16.
Michie, S., Yardley, L., West, R., Patrick, K., & Greaves, F. (2017). Developing and Evaluating Digital Interventions to Promote Behavior Change in Health and Health Care: Recommendations Resulting from an International Workshop. Journal of Medical Internet Research , 19 (6), e232. https://doi.org/10.2196/jmir.7126
Nielsen, K., & Miraglia, M. (2016). What works for whom in which circumstances? On the need to move beyond the ‘what works?’ question in organizational intervention research. Human Relations , 70 (1), 40-62. https://doi.org/10.1177/0018726716670226
