Evaluation of the change plan
To determine whether the change plan is effective or not, both intermediate and outcome assessments are required. In the course of the project realization, it is necessary to specify how well the initiative is implemented. It can be done through an assessment of stakeholder engagement (Bonnel, Bonnel, & Smith, 2013). It is possible to calculate how many patients and specialists have decided to enroll in the change project and compare these data with the projected participant engagement. This method will allow assuming whether the outcomes of the study will be exponential or if the sample is not appropriate.
However, the assessment of the outcomes is more important since it will allow concluding whether the study results have been achieved (Bonnel et al., 2013). Therefore, to determine whether the efforts have been successful, it is significant to conduct outcome evaluation after the proposed intervention has been implemented, three months after the educational program, and the physical therapy have been initiated (Bonnel et al., 2013). To achieve this objective, a quantitative method will be used to assess the outcomes of the project.
This method has been selected because it helps draw a statistic association and examine a standardized outcome of the initiative. The information that will be collected includes input and outcome data, which will help to specify the effect of the project (Grove, Gray, & Burns, 2014). Also, it will allow including the costs of the program in the assessment. These data will be collected after the initiative has been introduced and accepted by all the participants. Therefore, they will be evaluated three months after the change project’s initiation.
Dissemination of information related to the change project
Importantly, all nurse researchers should disseminate their study results since, without this step, the research cannot be considered complete. Investigators should make their findings widely available to ensure that they contribute to their field (Reavy, 2016). By disseminating project outcomes, nurses will be able to advocate for their science and improve the overall research profile of this area. Moreover, by participating in various events and conferences or publishing their work, specialists will be able to meet other researchers for networking (Reavy, 2016). However, most importantly, other organizations will receive an opportunity to either employ a similar strategy or reject it to avoid applying ineffective practices. Therefore, by disseminating their project outcomes, researchers can improve the quality of care in other organizations to ensure better patient outcomes.
All groups of stakeholders should be included in the process of information dissemination. In particular, patients and their families should be informed about their results and that of the entire group, to explain the effectiveness of the intervention and stimulate them to continue exercising to support the health. Hospital administration should be informed about the outcomes to display both patient results and the impact of the intervention on the organizational expenditures (Oermann & Gaberson, 2013). Also, the scientific community should be aware of the results to ensure that the researcher contributes to the area of expertise.
Two strategies of information dissemination can be employed, which are internal and external methods. Regarding the first approach, the outcomes can be disseminated to the hospital board and primary stakeholders. In the second method, the evidence can be provided to a professional nursing organization for further distribution.
Sustaining a change initiative
It is important to implement steps for sustaining a change initiative because they will ensure that the proposed practice has become the norm in the organization (Hodges, 2016). Sustainability implies that the intervention has become a widely accepted practice supported and employed by all parties. In turn, it means that the effects of the intervention are reflected not only in the outcomes but also in the way of people’s thinking.
The common challenges in sustaining change are related to workforce resistance to alterations and managerial issues. Healthcare organizations often have difficulty in achieving a shared understanding of the need to employ certain practices. Moreover, hospitals often cannot reach nurse commitment since the workforce is overloaded with duties, and they are likely to resist any change projects, which are long-term in their character (Hodges, 2016). Poor commitment is also linked to another challenge, which is accountability. Since many nurses might avoid translating the new strategy in their standard practice, it can be assumed that they cannot be held responsible for employing new ways of functioning. Considering these factors, it can be stated that the execution of oversight will also be challenging.
Several strategies can be employed to sustain the desired change. Specialists should be engaged in establishing a vision for the future, which will support employees’ confidence in maintaining the change further (Hodges & Gill, 2014). Also, it is of paramount importance to communicate that the achieved indicator should remain on the same level to ensure that the positive outcomes are reached for other patients. Moreover, such simplistic strategies as signs in break rooms indicating the decreased number of falls will serve as additional stimulators.
Reasons for change initiatives’ failure
Change initiatives often fail because of inadequate management, which results in poor supervision and employee support. Also, enterprises frequently have a poor vision of the change, and their organizational culture does not stimulate employees to sustain the proposed practice (Dallas, 2015). Further, healthcare initiatives might fail if the key stakeholders do not observe the link between the proposed change and reduced expenditures. To prevent a failed change project, it is necessary to communicate the goals and projected outcomes of the initiative to key stakeholder groups (Dallas, 2015). Also, senior management should comprehend the importance and benefits of the project so that nurses can receive their support.
As a professional registered nurse, I would show my co-workers that the failure should be regarded as a significant learning outcome. If the initiative was unsuccessful, it is crucial to support the positive environment so that the workforce does not resist changes in the future. Apart from that, I would respond to the situation by establishing a productive work environment where cohesion is the main factor (Shore, 2014). However, it is also necessary to evaluate the aspects that have led to failure by analyzing the environment in which the errors occurred.
If the change initiative has failed, my next steps will include measures aimed at leadership accountability reinforcement and the establishment of a shared vision among all the stakeholders. Even though employees have been delegated certain tasks, it is important to stress that they will not be held accountable for the failure (Shore, 2014). The main aftermath should be a revised vision, which will help the workforce see how the aim can be achieved and how close the organization is to reach it.
References
Bonnel, W., Bonnel, W. E., & Smith, K. (2013). Proposal writing for nursing capstones and clinical projects. New York, NY: Springer.
Dallas, H. J. (2015). Mastering the challenges of leading change: Inspire the people and succeed where others fail. Hoboken, NJ: John Wiley & Sons.
Grove, S. K., Gray, J. R., & Burns, N. (2014). Understanding nursing research: Building an evidence-based practice (6th ed.). New York, NY: Elsevier.
Hodges, J. (2016). Managing and leading people through organizational change: The theory and practice of sustaining change through people. London, UK: Kogan Page Publishers.
Hodges, J., & Gill, R. (2014). Sustaining change in organizations. Thousand Oaks, CA: SAGE.
Oermann, M. H., & Gaberson, K. B. (2013). Evaluation and testing in nursing education (4th ed.). New York, NY: Springer.
Reavy, K. (2016). Inquiry and leadership: A resource for the DNP project. Philadelphia, PA: F.A. Davis.
Shore, D. A. (2014). Launching and leading change initiatives in health care organizations: Managing successful projects. Hoboken, NJ: John Wiley & Sons.