Changes in the sphere of healthcare are required because they provide an opportunity to improve not only the process of healthcare delivery but also the patient’s health outcomes.
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For example, STEMI patients need efficient and effective treatment procedures, which presupposes the improvement of primary PCI. Unfortunately, professionals can face various obstacles when effecting healthcare changes. That is why it is critical for them to know how they can be overcome.
The problems may occur with the hospital leadership. It is critical for the organization to receive the support of the executive management team. Contact with peers should be facilitated. The executives should show their commitment; they can attend report-out sessions and emphasize the achievements publicly (Rich, Oetgen, McEntee, Day, & Clancy, 2011).
Political and cultural barriers should also be taken into consideration. As any change influences various working areas, the allocation of personnel and other resources should be thoroughly considered. The executives should discuss the outcomes for managers and other staff.
They should ensure that the change will not threaten existing roles and jobs (Buckley, Burns, & Bleck, 2005). Except for that, it is critical to proving that this very initiative is different from the others. Providing measurable wins, uncovering real issues, and developing a clear plan of action, it is possible to make the staff share a common view and accept the change.
Some obstacles may be connected with the accuracy of data collection and analysis. It is critical to make sure that the utilized technology is appropriate, and it allows us to receive the data required.
In this perspective, it is also vital to provide training for the professionals and improve their knowledge so that they can easily use the software (Covell & Sidani, 2013). The personnel should be able to enter and collect the data accurately, and the assistance of the project team members may be needed.
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Of course, it is critical to take into account the human element. Mistrust can become a huge problem that makes the employees act specifically. They can be sure that the change is not needed because the current situation is already decent.
Thus, they can be asked to prove it with additional data and compare it, encouraged to participate in fair and productive discussions. It can be advantageous to conduct a stakeholder analysis to emphasize the existence of the problem (Plath, 2013). Except for that, a team-based problem-solving approach can be utilized.
If the executives or the staff are reluctant to accept the change because it requires much time and financial support, it is critical to proving future positive changes. It can be done, focusing on the future reduction of spending and streamlined processes.
There may also be not enough internal resources to implement the change decently and maintain it. In this case, it would be advantageous to consider what outside help can be received and enlist it. Then, the situation will become clearer.
Uncertain roles of the personnel can be as critical as the lack of accountability. To overcome these issues, a clear link to the overall strategies should be performed (Wood, 2011).
Lack of communication can be another problem faced when effecting the change (Hernandez & Shewchuk, 2011). The leader should implement a strong communication strategy and define one’s vision and targets for the staff to realize them. Clear articulation is significant as professionals are to cooperate for the initiative to be successful.
Thus, it can be concluded that professionals may face numerous obstacles when willing to change something in the sphere of healthcare. Still, all issues can be overcome when an appropriate approach is chosen. If the leader copes with one’s duties, successful outcomes are likely to be achieved.
Buckley, T., Burns, S. M., & Bleck, T. (2005). A process improvement project: Achieving quality outcomes. JONA: The Journal of Nursing Administration, 35(2), 94-100.
Covell, C. L., & Sidani, S. (2013). Nursing intellectual capital theory: Implications for research and practice. Online Journal of Issues in Nursing, 18(2), 2.
Hernandez, S. R., & Shewchuk, R. M. (2011). Working toward effective change in healthcare. The Journal of Health Administration Education, 28(4), n/a.
Plath, D. (2013). Organizational processes supporting evidence-based practice. Administration in Social Work, 37(2), 171-188.
Rich, C. R., Oetgen, W. J., McEntee, C. W., Day, T. D., & Clancy, C. M. (2011). Administrator as architect: A primer of evidence-based design. The Journal of Health Administration Education, 28(4), n/a.
Wood, K. (2011). Group leadership during the change process. Kentucky Nurse, 59(3), 5-6.