Assignment: Change Initiative: Creating Vision/LDR 615
Assignment: Change Initiative: Creating Vision/LDR 615
Change Initiative: Creating Vision
The constant quest for better or improved services in sectors such as healthcare has led to the formulation of initiatives and efforts to improve activities and strategies that can support continuous improvements. One of the common approaches used in such instances is undertaking a change initiative to help solve an identified problem through improvement strategies. The problem of focus is nurse burnout, which has been shown to have negative impacts both on the nurses’ work life and patient outcomes (Jun et al.,2021). As such, the purpose of this assignment is to address the implementation of a mentorship program in the organization to help fight nurse burnout and improve patient outcomes. In addition, this paper also discusses the forces behind this change, its impacts on the organization, the steps needed to respond to the change, how employees will respond to the initiative, and the vision for change.
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Organization – Mission, Stakeholders, Driving Forces in the Industry, & Viability of the Organization
The organization of focus is Dignity Health Management Center, which is part of a network of Dignity Health Care Centers. This is a non-profit organization, first established in the year 1854. This organization has grown over the years and currently serves many patients, offering various services such as assisted living (“Dignity,” 2022). The vision of this organization is to keep patients whole, healthy, and happy through collaboration as a team, taking action, and advocacy. They also work by improving the well-being and health of the clients and promoting social justice for everyone as a mission.
It is important to discuss the stakeholders since they play a crucial role in the organization. This organization has several stakeholders. The organization has both patients and employees which form arguably the most notable stakeholders. The organization has a chief nursing officer, vice president of operations, medical director, chief finance officer, chief executive officer, and president of the organization (“Dignity”, 2022). These stakeholders all have distinct roles that they play to ensure that the organization runs smoothly, achieves its targets, and meets its vision and mission. In addition, they also collaborate to implement formulated procedures and policies to ensure that the system effectively functions as required.
Analysis of the Effect of Driving Forces on the Organization and Department(s)
External and internal forces largely impact organizational change. Therefore, it is important to focus on them to appropriately modify them to positively drive the change. One of the external forces is technological advances and changes. Healthcare technology is fast-paced and impacts how services are performed or carried out in healthcare organizations. This force comes from the need to offer healthcare services effectively and improve efficiency. Therefore, various healthcare technologies and informatics are used to perform activities and complete tasks focused on improving patient outcomes (Haleem et al.,2022). An internal force that drives change in the organization is high patient volume, which requires nurses to work harder and sometimes longer, which leads to burnout. Therefore, it is important to focus on such a force and modify it through proven strategies to help reduce nurse burnout and improve patient outcomes.
Nurse burnout is one of the major issues found in the organization. It involves a state of mental, emotional, and physical exhaustion, mainly resulting from long-term involvement in emotionally demanding situations (Sullivan et al.,2022). Therefore, the individuals feel a sense of ineffectiveness, detachment from work, and cynicism. The problem leads to emotional symptoms such as anxiety, depression, and irritability. Some of the physical symptoms that can result from the problem include fatigue, insomnia, and headache. Consequently, other effects such as turnover, absenteeism, decreased job satisfaction, and disengagement from work can be experienced. This problem, coupled with the forces of technological changes, offers an opportunity for the organization to implement strategies that can help fight the problem and enable nurses to leverage technological changes or advances to improve patient outcomes.
Proposal of Steps for Responding to Change
As earlier indicated, the proposed change entails implementing a mentorship program to help nursing staff deal with burnout. Therefore, it is vital to explore the steps required for the organization to respond to the driving force. The first step entails a clear definition of the change initiatives to help others understand them and why they are needed. It will also be key to formulate a communication strategy to help everyone understand what the change entails. This step should be followed by the implementation of the mentorship program. The proposed mentorship program involves various activities focused on improving the situation by fighting nurse burnout (Cavanaugh et al.,2022). For example, the program will be vital for the provision of emotional support by offering safe spaces to report feelings about burnout, frustrations, and other challenges.
It will also help in skill development since the mentors play a crucial role in ensuring that the mentees develop skills such as work-life maintenance, workload management, and stress management. Role modeling as part of the mentorship program can also help in the demonstration of resilience, professionalism, and coping strategy, which can then help the mentees learn important lessons on stress reduction and burnout management. It is expected that the proposed change will be well received by staff in the organization as it will help them cope better with factors that lead to burnout (Cavanaugh et al.,2022). It is also expected that the organizational leaders will embrace the new program and integrate it as part of the organization’s normal programs used in staff retention and capacity building. Therefore, the mentorship program will play a crucial role as a change initiative to not only improve the nurse’s ability to perform care activities better but also improve patient outcomes.
Vision For Change
The organization has a mission of assisting individuals to live better lives by offering safe and high-quality healthcare supported by appropriate staff training. The organization also focuses on developing a long-term relationship with patients and offering acceptable levels of care to the patients. The vision change entails supporting the staff in the best way possible through a mentorship program to boost their capacity and resilience in dealing with burnout for better patient services and outcomes. This vision relates to the mission of ensuring that individuals are offered better lives through high-quality care. Such a vision can only be achieved through better patient care activities and ensuring that the nursing staff do not suffer from nurse burnout. It is important to present this vision to the internal stakeholders. Therefore, this vision will be presented through one-on-one meetings where the stakeholders will be informed of the vision and why it is important to pursue it.
Evaluation of Stakeholder Response and Considerations to Change and Vision
As earlier highlighted, change initiatives are necessary to help solve problems experienced in the care environment and improve outcomes. However, effective implementation of such change initiatives requires that the intention and the vision are clearly communicated to everyone at different organizational levels. Therefore, the proposed implementation of the mentorship program will be communicated to each stakeholder in time to enhance the chances of supporting it to help bring the required change (Bonawitz et al.,2020). It will be important to help the nursing staff understand that the mentorship program can help solve the problem of burnout they have been experiencing. In addition, it will also be vital for the organization’s top leadership to understand the need for the mentorship program, embrace the program, and offer the necessary support needed for the program to succeed.
It is worth noting that challenges are expected when communicating, such as vision and trying to obtain buy-in. One of the greatest challenges is potential resistance by the nursing staff and other stakeholders. Mentorship programs may mean sparing some time during a normal day to attend the training and workshops for mentorship. There is a possibility of resistance since the staff may complain about their already tight schedules. Therefore, it will be important to explore strategies that can be used to ensure that such resistance is mitigated (Bonawitz et al.,2022). For instance, the potential resistance can be reduced through presenting evidence of the importance of mentorship programs in dealing with problems such as burnout. It will also be important to obtain the support of the top leadership to use their influence and ensure that other staff support the proposed program. It is also important to share the vision and change with the stakeholders in time to increase or improve the chances of buy-in. The stakeholders need to feel that they are part of the program and that they have not been left out.
Conclusion
The organization has been experiencing various challenges, one of them being nurse burnout. Therefore, this assignment has focused on formulating a change initiative focused on implementing a mentorship program to help mitigate burnout. The program is expected to help nurses develop better coping strategies and resilience to help fight burnout. It is also expected that the stakeholders will embrace the proposed change initiative since it has the potential to improve the nurses’ ability to perform their roles and improve patient outcomes.
References
Bonawitz, K., Wetmore, M., Heisler, M., Dalton, V. K., Damschroder, L. J., Forman, J., … & Moniz, M. H. (2020). Champions in context: Which attributes matter for change efforts in healthcare? Implementation Science, 15, 1-10. Doi: 10.1186/s13012-020-01024-9
Cavanaugh, K., Cline, D., Belfer, B., Chang, S., Thoman, E., Pickard, T., & Holladay, C. L. (2022). The positive impact of mentoring on burnout: Organizational research and best practices. Journal of Interprofessional Education & Practice, 28, 100521. https://doi.org/10.1016/j.xjep.2022.100521
Dignity Health (2022.). Dignity Health |Hello humankindness. https://www.dignityhealth.org/central-coast/medical-group/phc/about-us/mission-vision-values
Haleem, A., Javaid, M., Singh, R. P., & Suman, R. (2022). Medical 4.0 technologies for healthcare: Features, capabilities, and applications. Internet of Things and Cyber-Physical Systems, 2, 12–30. https://doi.org/10.1016/j.iotcps.2022.04.001
Jun, J., Ojemeni, M. M., Kalamani, R., Tong, J., & Crecelius, M. L. (2021). Relationship between nurse burnout, patient and organizational outcomes: Systematic review. International Journal of Nursing Studies, 119, 103933. https://doi.org/10.1016/j.ijnurstu.2021.103933
Sullivan, V., Hughes, V., & Wilson, D. R. (2022). Nursing burnout and its impact on health. Nursing Clinics, 57(1), 153-169. https://doi.org/10.1016/j.cnur.2021.11.011
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Assessment Traits
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Assessment Description
In a written paper of 1,250-1,500 words, evaluate the current forces driving change in your field or industry. As a leader, or considering the role of a leader, assess your organization and evaluate how well it is responding to the forces, and identify where there is a need for change. Develop a vision to inspire this change. Include the following:
Describe your organization, include the organization’s mission, and identify the various stakeholders.
Identify the external and internal forces that drive organizational change in your field or industry. Explain the origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.
Choose one of the driving forces. Describe the specific issues this driving force creates, or will potentially create, for your organization or department.
Propose the steps needed for your organization or department to respond to this driving force.
Predict how employees at various levels in the organization will respond to your proposed change initiative.
Develop a vision for change. Describe how this vision correlates with the organization’s mission, and how you will present this vision to internal stakeholders.
Predict how you think your vision will assist internal stakeholders in supporting the change initiative. Identify potential considerations posed by stakeholders, and discuss how you will respond.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.
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Change Initiative: Creating Vision – Rubric
LISTGRID
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Rubric Criteria
Total200 points
Criterion | 1. Unsatisfactory | 2. Less than Satisfactory | 3. Satisfactory | 4. Good | 5. Excellent |
---|---|---|---|---|---|
Presentation of Organization
Presentation of Organization (Mission, Stakeholders, Driving Forces in the Industry or Field, Viability of Organization, etc.) |
0 points
No organizational description is presented. |
14.8 points
An incomplete description of the organization is presented; significant details regarding the mission and stakeholders have been omitted. Evaluation of organizational viability and driving forces is missing or incomplete. |
15.8 points
A general description of the organization is provided; some details necessary to understanding the mission of the organization, and its stakeholders are missing. Evaluation of organizational viability and driving forces is incomplete or lacks of support. |
17.4 points
A description of the organization is provided, including most major details necessary to understanding the mission of the organization and its stakeholders. Evaluation of organizational viability and driving forces provides insight into organizational viability, but evaluation lacks sufficient support and some minor details are missing. |
20 points
A description of the organization is provided, including all major details necessary to understanding the mission of the organization and insight into the various organizational stakeholders. Evaluation of organizational viability and driving forces contains strong support and provides clear insight into organizational viability. |
Analysis of the Effect of Specific Driving Force on Organization or Department
Analysis of the Effect of Specific Driving Force on Organization or Department |
0 points
Analysis of specific driving force and the effect of this force on the organization or department is not presented. |
22.2 points
Analysis of specific driving force is presented, but it is incomplete. Specific organizational or departmental issues resulting from the driving force are not discussed. |
23.7 points
Analysis of specific driving force is presented, but it lacks details and supporting evidence. Specific organizational or departmental issues resulting from the driving force are generally discussed. |
26.1 points
Analysis of specific driving force is presented, including major details and general supporting evidence. Specific organizational or departmental issues resulting from the driving force are discussed. |
30 points
Analysis of specific driving force is logically presented, including all relevant details and strong supporting evidence. Specific organizational or departmental issues resulting from the driving force are clearly discussed. Analysis provides unique insight into the effects of the driving force on the viability of the organization or department. |
Proposal of Steps for Responding to Change
Proposal of Steps for Responding to Change |
0 points
No steps are proposed to respond to change. |
22.2 points
A general recommendation for responding to change is referenced, but it lacks specific steps. No prediction of stakeholder response to change is presented, or prediction is vague and lacks supportive evidence. |
23.7 points
Some steps are proposed responding to change, but they lack a logical sequence and major detail. A general prediction of stakeholder response to change is presented, but the prediction lacks major detail and evidence to support claims. |
26.1 points
Steps are proposed for responding to change through logical sequence. A prediction of stakeholder response to change is presented, with general evidence to support claims. |
30 points
Detailed steps are proposed for responding to change through a clear and logical sequence. A well-developed prediction of stakeholder response to change is presented, with with strong evidence to support claims. |
Development of Vision for Change
Development of Vision for Change |
0 points
No vision is presented. |
29.6 points
A vision is presented, but it lacks rationale. Vision does not correlate with the mission of the organization, or the mission is not stated. Steps for presenting the vision to stakeholders are incomplete or missing. |
31.6 points
A vision is presented with some supporting rationale. Vision loosely correlates with the mission of the organization. Steps for presenting the vision to stakeholders are generally presented. |
34.8 points
A vision is presented with rationale. Vision correlates with the mission of the organization. Steps for presenting the vison to stakeholders are presented. Overall, vision contains elements conducive to supporting a change initiative. |
40 points
A detailed vision is presented with strong supporting rationale. Vision correlates directly with the mission of the organization. Detailed steps for presenting the vision to all internal stakeholders are presented. Presentation of vision facilitates stakeholder involvement. Overall, vision is strongly conducive to supporting a change initiative. |
Evaluation of Stakeholder Response and Considerations to Change and Vision
Evaluation of Stakeholder Response and Considerations to Change and Vision |
0 points
No stakeholder evaluation is presented. |
14.8 points
A partial stakeholder evaluation of response to change is presented, but it is incomplete. |
15.8 points
A stakeholder evaluation of response to change is generally presented. Stakeholder considerations to change and proposed vison are generally discussed; no clear plan for responding to these considerations is proposed. |
17.4 points
A stakeholder evaluation of response to change is presented. Stakeholder considerations to change and proposed vison are discussed; a general plan for responding to these considerations is proposed. |
20 points
A detailed evaluation of stakeholder response to change is presented. Stakeholder considerations to change and proposed vison are clearly identified and discussed in detail; a clear and well-supported plan for responding to these considerations is proposed. |
Thesis Development and Purpose
Thesis Development and Purpose |
0 points
Paper lacks any discernible overall purpose or organizing claim. |
10.36 points
Thesis is insufficiently developed or vague. Purpose is not clear. |
11.06 points
Thesis is apparent and appropriate to purpose. |
12.18 points
Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose. |
14 points
Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear. |
Argument Logic and Construction
Argument Logic and Construction |
0 points
Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources. |
11.84 points
Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility. |
12.64 points
Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis. |
13.92 points
Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative. |
16 points
Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative. |
Mechanics of Writing (includes spelling, punctuation,
Mechanics of Writing (includes spelling, punctuation, |
0 points
Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is used. |
7.4 points
Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied. |
7.9 points
Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed. |
8.7 points
Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech. |
10 points
Writer is clearly in command of standard, written, academic English. |
Paper Format (use of appropriate style for the major and assignment)
Paper Format (use of appropriate style for the major and assignment) |
0 points
Template is not used appropriately or documentation format is rarely followed correctly. |
7.4 points
Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent. |
7.9 points
Appropriate template is used. Formatting is correct, although some minor errors may be present. |
8.7 points
Appropriate template is fully used. There are virtually no errors in formatting style. |
10 points
All format elements are correct. |
Documentation of Sources
Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style |
0 points
Sources are not documented. |
7.4 points
Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors. |
7.9 points
Sources are documented, as appropriate to assignment and style, although some formatting errors may be present. |
8.7 points
Sources are documented, as appropriate to assignment and style, and format is mostly correct. |
10 points
Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error. |
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