Door-to-Balloon Time Reduction: Change Strategy

Change strategy 1: Empirical-Rational

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This type of strategy for facilitating alteration is suitable when implementing long-term change. It implies that the staff will be acquainted and educated in the new approach gradually and consecutively through personal motivation and stimuli. The core of this strategy is the exchange of information and data to promote the learning of every specialist, staff member, and auxiliary worker (Blank, 2012). It implies that the employees will be encouraged by personal motivation after the strategy was introduced to them.

Change strategy 2: Normative-Reeducative

This approach to implementing strategy is focused on long-term change as well because individuals are attached to supporting the current practices and approaches (Perera & Peiro, 2012). The long-term variation will be built on a different interpretation and revision of current standards and meanings and elaborating undertakings to updated mode and methods of work.

Change strategy 3: Power-Coercive

It implies that this strategy should be used to facilitate short-term change that requires immediate attention or implementation. It would ensure that the employees of the Kendall Regional Medical Center would follow the guidelines promoted by the change. The introduction of the modification will be built on the execution of control and the infliction of sanctions. (Perera & Peiro, 2012). The power-coercive strategy requires the availability of affordable, adequate expertise in creating the change.

Change strategy 4:Environmental-Adaptive

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The strategy will promote the willingness of the employees to adapt to the new circumstances notwithstanding the drastic change in the flow of work in the medical center. The variation will be built on the construction of the new entity and progressive transition from the current system of work to the updated one. This approach applies to the long-term change as it requires a longer timeframe.

Change strategy 5:The combination of the environmental-adaptive, normative-reeducative, power-coercive, and empirical-rational strategies

The core of the strategy implies that the change will be carried out on all levels including all the stakeholders (STEMI patients and their families, emergency department physicians, emergency medical response/paramedics, emergency department staff, RNs, STEMI team, PBX operators, and invasive cardiology). Thus, it is essential to consider the degree of resistance connected to the application of power-coercive and environmental-adaptive strategies if applied solely or to the degree of consciousness and reliability if considering the other two strategies. Consequently, it is advisable to utilize the mix of the four strategies to achieve both the change for the short-term and long-term preventing random errors at different levels of the alteration in place (Bengoa, 2013).

Communication strategy 1: Mass Communications

This communication strategy allows utilizing cost-effective, scalable tools to introduce the change. It can be furnished through the use of emailing, newsletters and memos, video conferencing, and intranet communication. However, this strategy does not promote feedback from the employees.

Communication strategy 2: Interactive Communications

The interactive strategy promotes using such tools as discussion boards and hotlines as well as specialized pages initiated for questions and answers related to all the issues of the change. With the help of this approach, the workers will be able to ask questions anonymously, which is especially useful for the conservative employees who will have difficulty in addressing the proposed change. Moreover, this is a scalable method that will allow two-way communication and responsiveness (Bourek, 2014).

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Communication strategy 3: Face-to-face communications

Personal communications strategy evidences the usability of conducting informational sessions and workshops as well as frequent meetings so that the employees will be able to ask questions and the leadership will be able to strengthen the initiative (Erskine et al., 2013). Although, this strategy is time-consuming and may be ineffective regarding employee dispersion.

Communication strategy 4: Practice regulations

The approach is concerned with introducing relevant policies and guidelines to educate the stakeholders about the implemented change (Al-Sawai, 2013). It is advisable to offer information packs and handbooks to support the informational component.

Communication strategy 5: Education

The educational strategy promotes introducing e-learning systems and educational forums for specialists to share their expertise and encourage more rapid implementation of the change.

Transformational strategy to support the change

The Full Potential Transformation strategy is a cross-functional endeavor to change the locus of the medical center. It would imply the changes in the strategic, financial, and operational areas of the institution to ensure a shift in assumptions (Blank, 2012). The strategy would allow restructuring the existing system in terms of processes, strategy, framework, and values.

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References

Al-Sawai, A..(2013). Leadership of healthcare professionals: Where do we stand? Oman Medical Journal, 28(4), 285-287.

Bengoa, R. (2013). Transforming health care: An approach to system-wide implementation. International Journal of Integrated Care, 13(3), 1-4.

Blank, R. H. (2012). Transformation of the US healthcare system: Why is change so difficult? Current Sociology, 60(4), 415-426.

Bourek, A. (2014). Introducing healthcare system change strategies to policy makers in the open society and digital environment: What works now, but may not work in the near future. International Journal of Reliable and Quality E-Healthcare, 3(2), 36-59.

Erskine, J., Hunter, D. J., Small, A., Hicks, C., McGovern, T., Lugsden, E., & Whitty, P. (2013). Leadership and transformational change in healthcare organizations: A qualitative analysis of the North East Transformation System. Health Services Management Research, 26(1), 29-37.

Perera, F., & Peiro, M. (2012). Strategic planning in healthcare organizations. Cardiologia, 65(8), 749-754.

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