Organizational And Systems Leadership Developing A Change Project P ✓ Solved

Organizational and Systems Leadership: Developing a Change Project - Part I Description: The baccalaureate graduate will participate in quality initiatives, recognizing that these are complex system issues, involving other members of the healthcare team. Component: Essential II Component Gold Mastery Silver Acceptable Bronze Developing Unacceptable Change Project Topic Identifies the change project topic and identifies why it is a problem, providing details regarding the change project Identifies the change project topic and identifies why is a problem and provides minimal details regarding the change project Identifies the change project topic and identifies why is a problem and does not provide details Does not address section Stakeholders Identifies a minimum of three internal and three external stakeholders that could impact the change project Identifies two internal and two external stakeholders that could impact the change project Identifies one internal and one external stakeholders that could impact the change project Does not address section Stakeholder Impacts Discusses the importance of the stakeholders and what specific impacts they can have (both positive and negative) on the change project Discusses the importance of the stakeholders and what specific impacts they can have on the change project, either positive or negative but not both Discusses the stakeholders and what impacts they can have on the change project Does not address section Healthcare Administration: The Managers Healthcare in the U.S. is complex and dynamic and so are healthcare organizations.

For this reason, organizations need managers to provide superior leadership. According to Buchbinder and Shanks (2017), “in health care organizations, the scope and complexity of tasks carried out in provision of services are so great that individual staff operating on their own could not get the job done†(pg. 3). Managers and leaders are necessary to ensure organizational tasks are executed to achieve organizational goals (Buchbinder & Shanks, 2017). Healthcare managers in any organization are in a position of authority.

It is through this position that healthcare managers can shape the organization by making important decisions. Decisions made by healthcare managers not only focus on ensuring that the patient receives the most appropriate, timely, and high-quality services possible, but also address achievement of performance targets that are desired by the manager (Buchbinder & Shanks, 2017). To no surprise, decisions made by an individual manager impact the organization’s overall performance. When making decisions, according to Buchbinder & Shanks (2017), managers must consider two domains, external and internal: · External Domain · Are influences, resources, and activities that exist outside the boundary of the organization but that significantly affect the organization. · These factors include community needs, population characteristics, and reimbursement from commercial insurers, as well as government plans, such as the Children’s Health Insurance Plans (CHIP), Medicare, and Medicaid. · Internal Domain: · Areas of focus that managers need to address on a daily basis, such as ensuring the appropriate number and types of staff, financial performance, and quality of care. · These internal areas reflect the operation of the organization where the manager has the most control.

Keeping the dual perspective requires significant balance and effort on the part of management in order to make good decisions. Healthcare Administration: Definition, Functions, and Competencies According to Buchbinder and Shanks (2017), “management is defined as the process, comprised of social and technical functions and activities, occurring within organizations for the purpose of accomplishing predetermined objectives through human and other resources†(pg. 3). As with any organization, managers within a healthcare organization will implement six management functions as they carry out the process of management: 1. Planning: This function requires the manager to set a direction and determine what needs to be accomplished.

It means setting priorities and determining performance targets. 2. Organizing: This management function refers to the overall design of the organization or the specific division, unit, or service for which the manager is responsible. Furthermore, it means designating reporting relationships and intentional patterns of interaction. Determining positions, teamwork assignments, and distribution of authority and responsibility are critical components of this function.

3. Staffing: This function refers to acquiring and retaining human resources. It also refers to developing and maintaining the workforce through various strategies and tactics. 4. Controlling: This function refers to monitoring staff activities and performance and taking the appropriate actions for corrective action to increase performance.

5. Directing: The focus in this function is on initiating action in the organization through effective leadership and motivation of, and communication with, subordinates. 6. Decision making: This function is critical to all of the aforementioned management functions and means making effective decisions based on consideration of benefits and the drawbacks of alternatives. To effectively carry out these functions, a healthcare manager needs to possess several key competencies.

The term competency refers to a state in which an individual of a sufficient ability or qualities to perform certain functions. To effectively manage these 6 management functions, the needed competencies are as follows: · Conceptual skills · Involve the ability to critically analyze and solve complex problems. · Technical skills · Reflect expertise or ability to perform a specific work task. · Interpersonal skills · Enable a manager to communicate with and work well with other individuals, regardless of whether they are peers, supervisors, or subordinates. Healthcare Administration: Healthcare Divisions There are several areas of healthcare where healthcare administrators and managers are needed.

They include (but are not limited to): · Ambulatory Health · Eye Care · Dental Care · Long-Term Care · University/College · Private Practice · Emergency Healthcare · Government Agencies · Healthcare Associations · Health Care Clinics · Home Health Care · Information Technology · Insurance/Managed Care Company · Laboratory/Research · Mental Health · Pharmaceutical · Public Health Agencies · Rehabilitation Centers Each of the above-mentioned sectors of healthcare provide individualized care and/or services. While the overarching goal is to provide quality of care, the duties for a healthcare administrator/manager will vary. For example, according to the Healthcare Management Degree Guide (2016), “as many as 39 percent of all healthcare managers and administrators are employed in a hospital setting.

Hospital executives provide the foundation for hospital services and facilities. They are responsible for running the hospital efficiently and successfully, offering optimum patient care and site services†(para. 12). Healthcare managers and administrators are tasked with managing the “behind the scenes†elements of the healthcare industry. This could include responsibilities that embrace managing finances, scheduling direct care providers, hiring employee management, health information management, and other additional responsibilities.

Buchbinder, S.B. & Shanks, N.H. (2017). Introduction to health care management. 3rd Ed. Jones & Bartlett Learning: Burlington, MA. Healthcare Management Degree Guide. (2016).

Top 20 Jobs for Health Care Managers. Retrieved from

Paper for above instructions

Organizational and Systems Leadership: Developing a Change Project
Introduction
In the complex landscape of healthcare organizations, the implementation of change projects is crucial for improvement in service delivery, patient care, and overall organizational effectiveness. For this project, I will focus on "Enhancing Communication and Collaboration in Healthcare Teams" as the change project topic. Poor communication not only leads to inefficiencies and increased errors but can also significantly impact patient safety and satisfaction. The aim of this project is to identify and implement strategies that will promote better communication and collaboration among healthcare professionals.
Identification of the Change Project Topic and the Problem
Communication breakdowns within healthcare teams have been identified as a significant issue affecting patient outcomes. According to The Joint Commission (2021), poor communication is a leading cause of sentinel events in healthcare. With the increasing complexity of care delivery, effective communication among multidisciplinary teams is more important than ever. The problem affects not just the immediate clinical outcomes but also the work environment, leading to burnout among staff and dissatisfaction among patients (Harrison et al., 2019).
Our change project will focus on implementing a structured communication protocol, such as SBAR (Situation, Background, Assessment, and Recommendation), to facilitate clearer and more efficient communication. This protocol can help reduce misunderstandings and foster a team-oriented approach to patient care.
Stakeholders
Effective change projects require the involvement and support of various stakeholders. For this project, we will identify three internal and three external stakeholders:
Internal Stakeholders:
1. Nursing Staff: They are the frontline workers who need to communicate effectively to ensure proper patient care.
2. Physician Teams: Their involvement is necessary for collaboration and shared decision-making processes.
3. Healthcare Administrators: They play a vital role in facilitating resources and support for the implementation of the change project.
External Stakeholders:
1. Patients and Families: As the primary beneficiaries, their feedback will be critical to assess the effectiveness of the changes.
2. Insurance Providers: They impact care delivery through reimbursement processes, making their support vital for acceptance of changes.
3. Regulatory Bodies: They set standards for healthcare delivery, making compliance with new protocols necessary for accreditation.
Stakeholder Impacts
The influence of stakeholders on the change project can be both positive and negative, and addressing their concerns is essential for successful implementation.
1. Positive Impacts:
- Nursing Staff and Physicians: They can lead the charge in adopting new communication techniques, enhancing team dynamics, and sharing patient information effectively.
- Patients and Families: Their engagement can provide insights into care experiences, helping to shape the communication strategies to address their needs.
- Healthcare Administrators: They can allocate necessary resources, provide staff training, and promote a culture conducive to collaboration and communication.
2. Negative Impacts:
- Resistance from Staff: Some healthcare employees may resist changes in established communication habits, seeing new protocols as burdensome (Davis & Miller, 2020).
- Lack of Time: Busy schedules may hinder staff from participating in training sessions essential for the successful rollout of the SBAR protocol.
- Regulatory Challenges: Adherence to existing regulations may limit the flexibility needed to implement new communication strategies effectively (Buchbinder & Shanks, 2017).
Implementation Strategy
Implementing the SBAR communication protocol will involve a multi-phase approach:
1. Education and Training: Training sessions will be conducted to educate staff about the importance of SBAR and how to effectively utilize it in their communication. Workshops and simulation exercises will help reinforce learning (Gordon et al., 2018).
2. Pilot Testing: A pilot project will be initiated in selected units to evaluate the effectiveness of the protocol. The pilot will allow us to gather data and assess the impact on communication and patient outcomes.
3. Feedback and Adjustment: Continuous feedback will be solicited from staff and patients during pilot testing to identify potential issues. Adjustments will be made based on this feedback to optimize the communication protocol.
4. Full Implementation: After successful pilot testing and necessary adjustments, the SBAR protocol will be rolled out organization-wide. Training will continue, and follow-up assessments will be conducted to ensure ongoing compliance and effectiveness (Harrison et al., 2019).
Monitoring and Evaluation
To measure the success of the change project, we will establish baseline metrics before implementation and conduct follow-up assessments. Possible metrics include:
- Patient Satisfaction Scores: Changes in patient-reported outcomes can provide insights into the effectiveness of improved communication.
- Staff Feedback Surveys: Regular surveys can help gauge staff perceptions of communication effectiveness and overall team collaboration.
- Incident Reports: Monitoring the frequency of communication-related sentinel events will help assess the project's impact on patient safety.
Conclusion
Enhancing communication and collaboration in healthcare teams is essential for providing high-quality patient care and improving operational efficiency. By implementing the SBAR protocol, we aim to foster an environment of effective communication that benefits both staff members and patients. Collaborating with internal and external stakeholders will be vital to counteract any resistance and ensure the successful implementation of this change project.
References
1. Buchbinder, S.B., & Shanks, N.H. (2017). Introduction to Health Care Management. 3rd Ed. Jones & Bartlett Learning: Burlington, MA.
2. Davis, L.L., & Miller, K.H. (2020). Organizational Change in Health Care: The Role of Behavioral Health. Journal of Health Administration Education, 37(2), 305-312.
3. Gordon, M., Melanson, J., & Prochazka, A.V. (2018). The Role of Teamwork in Improving Health Outcomes. American Journal of Managed Care, 24(5), 232-239.
4. Harrison, R., Jones, B., & Smith, J. (2019). Patient Safety in Healthcare: The Impact of Communication and Teamwork. BMJ Quality & Safety, 28(10), 843-851.
5. The Joint Commission. (2021). Improving Patient and Worker Safety. Retrieved from https://www.jointcommission.org
6. Healthcare Management Degree Guide. (2016). Top 20 Jobs for Health Care Managers. Retrieved from [website URL]
7. Pettker, C.M., et al. (2019). Standardized Communication Protocols in Healthcare: A Systematic Review. Health Services Research, 54(3), 654-672.
8. Quintana, J.M., et al. (2020). Impact of Teamwork on Patient Outcomes: A Systematic Review. Nursing Open, 7(3), 1124-1138.
9. Radford, M., & West, P. (2018). Effective Communication and Teamwork in Healthcare: An Interdisciplinary Approach. International Journal of Health Management, 10(4), 201-208.
10. Wong, C.A., et al. (2020). Teamwork and Communication in Healthcare: A Review of the Evidence. Health Services Management Research, 33(3), 134-140.