Identify and describe a change that has been implemented or underway in your own clinical practice.
The management has initiated a performance change process geared towards improving the overall performance of all health professionals within the facility. The change is underway, and everyone is being monitored to determine how they perform in their respective departments. Performance appraisal forms have been introduced, and supervisors assigned to all entry-level nurses to check on their progress and work rate. At the end of the week, each employee's performance will be assessed, and recommendations made to improve the outcomes.
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What lead to the change (how was it identified)?
A few months back, patient satisfaction ratings had significantly dropped, and the management received additional complaints that nurses were not taking their jobs seriously. Several patients had repeatedly reported that their issues were ignored, or nurses overlooked their needs instead of attending to them. Such complaints tainted the image of the facility, and the management conducted investigations to ascertain the claims. The results pointed to the unconducive environment and dwindling performances from the nurses.
What theoretical framework was used? If you do not know what theoretical framework, decision tools, what evidence was used, or leadership levels, identify what would best fit based on your reading assignment.
In finding a viable solution to the problem, the management applied the nursing process. The process involves assessing the current problem, making an informed diagnosis, planning, implementing, and evaluating the decisions' outcome. In essence, the process benefits from feedback that can drive better decisions, planning, and implementation (Marquis & Huston, 2009). Since performance management is a leadership and management problem, the Nursing Process best fits the facility's situation.
What decision-making tools were used?
The management's decision tools to solve the problem included a consequence table, logic model, and the Program Evaluation and Review Technique (PERT). These decision tools have been essential in breaking down the problem, providing alternatives, and determining the outcomes of each alternative solution. Moreover, the tools have enabled the management to plot a graphical representation of the decisions made and the expected results.
What evidence was used to implement this change (evidence-based practice)?
Performance is a measure of work done and implementing the changes required comparing performance values generated through qualitative and quantitative methods. The management reviewed previous performance values against new values collected through the PICO method. Managers and patients reviewed the nurses’ performance track records to determine their current performance score. Significant variations existed, prompting the management to adopt changes to improve the overall performance within the workplace. The PICO method answered crucial clinical questions that revolved around performance and patient satisfaction.
Identify leadership strengths and flaws in moving through this change; considering Collin's 5 levels of leadership. Did all 5 levels exist or not, give examples of each.
Indeed, improving the organization's performance requires having leaders who envision a better workplace environment, motivate them to put extra effort, and inspire them to attain individual and team goals. The leaders demonstrated vision, empowerment, and effectiveness in solving the problem and setting goals to improve the facility's situation. As such, the leaders` strengths included effective communication, collaboration skills, commitment, and passion for the organization's goals. At the same time, the leaders exhibited some of Collin's five leadership levels, including the highly capable individual, the contributing team manager, and the effective leader (Puni et al., 2016). The leaders showed their skills in managing the facility's operations, employed teamwork, and set achievable goals and objectives. However, the leaders were unable to oversee the employees and their progress that led to the problem. Moreover, they were overly critical of the situation rather than guiding the employees on the right path.
Envision yourself as a leader in this change and tell us how you would have done things differently or not, and what theoretical framework you would use.
As a leader, I would first assess the situation, consult the employees, and involve them in the decision-making process. Since performance is a collective measure of all the employees` input, promoting teamwork would significantly improve the overall performance. Achieving success will involve applying the Recognition-Primed Decision (RPD) model, where decisions are guided by experience. The model assumes that people make effective decisions instantly when faced with familiar problems (Marquis & Huston, 2009). The model would best fit the situation, and quick decisions would result in faster implementation of the selected solutions.
References
Marquis, B. L., & Huston, C. J. (2009). Leadership roles and management functions in nursing: Theory and application . Lippincott Williams & Wilkins.
Puni, A., Agyemang, C. B., & Asamoah, E. S. (2016). Leadership styles, employee turnover intentions and counterproductive work behaviours. International Journal of innovative research and development , 5 (1), 1-7. Retrieved from https://www.researchgate.net/profile/Albert_Puni/publication/290797675_Leadership_Styles_Employee_Turnover_Intentions_and_Counterproductive_Work_Behaviours/links/569b9e8408aeeea985a5703c/Leadership-Styles-Employee-Turnover-Intentions-and-Counterproductive-Work-Behaviours.pdf
