analyze the effects of change management within a nursing community team.

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Please address a 1-1.5 page(s) discussion citing the references below including references page in APA format. Note: Please use only references that have been provided and if you must w/in the last 5 years relevant to topic. Please address it from an informatics nursing view.

To prepare: Please ensure to address all bullets below:

A nurse informatics must always remember that he or she is not leading an information technology project; but rather a clinical project using information technology tools. What exactly does that mean? It means that the technology is a tool to enhance the quality, efficiency, and safety of the organization. The phrase “clinical project” also highlights the main focus of implementation efforts: the clinicians or nurses using the tool. By overlooking the “people” side of the implementation, an organization might be put at risk of experiencing one or more of the factors that challenge the success of informatics initiatives.

In this Discussion, you identify factors that can impact an informatics implementation. You also explore how you might use the ANCC Magnet model to overcome such challenges.

To prepare:

  • Review the media, The Nurse Informatics Leader,  (per reference called  “implementing change”presented in this week’s Learning Resources. How can nurses apply leadership strategies to facilitate change during informatics initiatives?
  • Select one of the factors presented in this week’s Learning Resources: organizational culture, organizational change management, or nursing leadership skills. How might this factor contribute to challenges experienced during an informatics implementation?
  • Review “The Magnet Model,” of the course text Essentials of Nursing Informatics. Consider how a nurse informatics could use a component of the ANCC Magnet model to address your selected factor.

http://www.nursecredentialing.org/Magnet/ProgramOverview/New-Magnet-Model

 

Note: The factor you selected and explain how inattention to this factor might present challenges during an informatics implementation and why. Identify which component of the ANCC Magnet model might be the most appropriate in helping nurse informaticists address this factor. Justify your response.

 

 

 

 

References

  • Clement-O’Brien, K., Polit, D. F., & Fitzpatrick, J. J. (2011). Innovativeness of nurse leaders. Journal of Nursing Management, 19(4), 431–438.

    This study assesses the innovativeness and rate of change adoption among chief nursing officers. The authors explore the differences in innovativeness between CNOs, Magnet hospitals, and non-Magnet hospitals.

  • Glenn, L. (2010). Implementing change. Journal of Community Nursing, 24(5), 10–14.

    The following article analyzes the effects of change management within a nursing community team.

  • Nickitas, D. M., & Kerfoot, K. (2010). Nursing informatics: Why nurse leaders need to stay informed [Editorial]. Nursing Economic$, 28(3), 141, 158.

This column discusses the need for nurse informatics leaders to be competent and informed. The authors specify nurses’ dual responsibility to IT systems and their managers.

 

Saba, V. K., & McCormick, K. A. (2015). Essentials of nursing informatics (6th ed.). New York, NY: McGraw-Hill  (Reference for “The Magnet Model,”)

http://www.nursecredentialing.org/Magnet/ProgramOverview/New-Magnet-Model

 

 

A peer example

Organizational change management must be optimized during any informatics implementation.  Szydlowski and Smith (2009) argue that applying change theory principles can lead to a more efficient and effective HIT implementation.  Factors that impede change progress push and pull as the change is implemented.  Careful attention to the process will minimize these factors, leveraging the successes of the implementation.  A change agent must be able to convey the urgency, inspire champions, communicate the background for decisions made, and define the vision for success.

According to Glenn (2010), resistance to change should be expected with any organizational change.  These resistance factors are based in fear, loss of control, and questioning roles.  Glenn (2010) applies Lewin’s change theory principles of unfreezing, movement, and refreezing.  The process includes assessing and planning for change, implementing change, and then supporting the change as it becomes part of the new norm.  Clinical supervision must be included in the allocation of resources in the larger informatics implementation plan.  Encouraging peer review will help increase buy-in from the frontline staff.  

Another change management strategy is to support the work invested in the implementation to leverage the HIT benefits.  With a robust informatics implementation, the nurse leader enables a safer patient care.  According to Nickitas and Kerfoot (2010), the leveraged HIT will support the mandates for meaningful use.  As data becomes more interoperable and efficient, outcomes can be identified and addressed.  This environment establishes a patient-centered, quality driven healthcare experience. 

 The most important Magnet Model component for an organizational informatics implementation is transformational leadership.  According to Mazzoccoli and Lundquist (2015), in order to achieve successful implementation of HIT, leadership must have complete buy-in and sponsorship, and have nursing executives engaged in the process (p. 452).  Transformational leaders develop a strong vision. They make sure nurses at every level of the change have a voice in advocating for resources and technology to support the changes in their practice.  Successful planning for change is evident with the alignment of people, process, and technology. 

 As the Magnet Model continues to gain traction, nurses have the opportunity to be transformational leaders.  With successful implementation, the end result is leveraging technology to improve quality and outcomes.  Mazzoccoli and Lundquist (2015) argue that transformational leadership results in a strategic platform to reform our healthcare delivery and improve the relationship between all stakeholders.

 References

Glenn, L. (2010). Implementing change. Journal of Community Nursing, 24(5), 10–14

Mazzoccoli, A., & Lundquist, S. H. (2015). The magnet model. In V. K. Saba & K. A. McCormick (Eds.), Essentials of nursing informatics (6th ed.) (pp. 451-455). New York, NY: McGraw-Hill.

Nickitas, D. M., & Kerfoot, K. (2010). Nursing informatics: Why nurse leaders need to stay informed [Editorial]. Nursing Economic$, 28(3), 141, 158.

 

Szydlowski, S., & Smith, C. (2009). Perspective from nurse leaders and chief information officers on health information technology implementation. Hospital Topics, 87(1), 3–9.

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