Critiquing a Change Effort
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Institution:
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Critiquing a Change Effort
In order to promote efficient management of any given institution, the best approach entails coming up with strategies of managing organizational change. Change concepts generally involve innovation and introduction of something new into the organization. Therefore, organizational change focuses on improving the existing structures and involves activities that are aimed at strengthening and developing the organization efficiency and sustaining its subsistence (Battilana et al, 2010).
Recently my organization instituted a new health information system whose objective was to replace our old closed electronic health records with a new open health records system. This influenced my roles as a nurse by allowing me and other nurses to share and store relevant patients’ information at ease, share and reproduce information at the point of care, and ensure the care being provided adheres to the patients’ privacy and personal rights and HIPPA regulations (Grant et al, 2010). The rationale for this change was to replace the redundant closed system with an open system that allows sharing of ideas and pertinent data among caregivers (both internal and external). This modification would help nurses and other caregivers by making their work easier and in turn improve the provided healthcare outcomes by providing quality, patient centered, and evidenced based nursing care based on the stored information (Kumar, 2003). With the new system and its changes, the intended outcomes of promoting quality nursing care and eliminating issues of diagnostic errors have met, and at the moment, the issues of errors have significantly reduced by more than 75%. This is attributed to the mere fact that the new open system provides a detailed decision support system (DSS) that allows nurses and other caregivers to make decisions on matters exhibiting legal, ethical, and practice challenges during service delivery (Marquis & Huston, 2012).
The concepts of change management adopted are very credible and pertinent, and they are effective by the virtue of allowing the management to adopt a new techniques leading to new business hierarchies and inventive structures of addressing patient health needs through health information technology. Irrespective of the many advantages related with the new system, many personnel were reluctant to the changes (Battilana et al, 2010). The employees’ reluctance to accept the new changes could have been effectively handled by making the changes non-debatable or making it clear that change is not an alternative but a requirement. The process could have been improved by allowing the affected individuals to air their opinions and recommendations, making every individual responsible for his or her actions in regard to the change activity, and finally examining the success of implementation process at designed intervals (Kumar, 2003).
References
Battilana, J., Gilmartin, M., Sengul, M., Pache, A.-C., & Alexander, J. A. (2010). Leadership competencies for implementing planned organizational change. The Leadership Quarterly, 21(3), 422–438.
Grant, B., Colello, S., Riehle, M., & Dende, D. (2010). An evaluation of the nursing practice environment and successful change management using the new generation Magnet Model. Journal of Nursing Management, 18(3), 326–331.
Kumar, A. (2003) .Change and Operations Management .New York: Cengage press.
Marquis, B. L., & Huston, C. J. (2012). Leadership roles and management functions in nursing: Theory and application (Laureate Education, Inc., custom ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
