Change Implementation and Management Plan
Change Implementation and Management Plan
The Assignment (6-Minute PowerPoint Presentation):
APA with in-text citations & references.
MUST CONTAIN PICTURES AND AUDIO AND ADDRESS EACH ITEM WITHOUT TOO MUCH WORDINESS.
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1.Review the Resources and identify one change that you believe is called for in your organization/workplace.
2.This may be a change necessary to effectively address one or more of the issues you addressed in the Workplace Environment Assessment
It may also be a change in response to something not addressed in your previous efforts. It may be beneficial to discuss your ideas with your organizational leadership and/or colleagues to help identify and vet these ideas.
3. Reflect on how you might implement this change and how you might communicate this change to organizational leadership.
4. The Assignment (6-minute PowerPoint presentation):
Change Implementation and Management Plan
5. Create a narrated PowerPoint presentation of 5 or 6 slides with video that presents a comprehensive plan to implement the change you propose.
Your presentation should be 5–6 minutes in length and should include a video with you as presenter.
Your Change Implementation and Management Plan should include the following:
6. An executive summary of the issues that are currently affecting your organization/workplace (This can include the work you completed in your Workplace Environment Assessment previously submitted, if relevant.)
7. Description of the change being proposed
8. Justifications for the change, including why addressing it will have a positive impact on your organization/workplace.
9. Details about the type and scope of the proposed change
10.Identification of the stakeholders impacted by the change
11.Identification of a change management team (by title/role)
12. A plan for communicating the change you propose
13. A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose
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1.docx1. Members of the organization “live” by a shared vision and mission based on trust, respect, and collegiality. (Somewhat untrue)
2. There is a clear and discernible level of trust between and among formal leadership and other members of the workplace. (Somewhat untrue)
3. Communication at all levels of the organization is transparent, direct, and respectful. (Completely untrue)
4. Employees are viewed as assets and valued partners within the organization. (Completely untrue)
5. Individual and collective achievements are celebrated and publicized in an equitable manner (Completely untrue)
6. There is a high level of employee satisfaction engagement, and morale. (Somewhat untrue)
7. The organizational culture is assessed on an ongoing basis, and measures are taken to improve it based on results of that assessment. (Somewhat untrue)
8. Members of the organization are actively engaged in shared governance, joint decision-making, and policy development, review, and revision. (Completely untrue)
9. Teamwork and collaboration are promoted and evident. (Somewhat untrue)
10. There is a comprehensive mentoring program for all employees. (Completely untrue)
11. There is an emphasis on employee wellness and self-care. (Completely untrue)
12. There are sufficient resources for professional growth and development. (Completely untrue)
13. Employees are treated in a fair and respectful manner. (Somewhat untrue)
14. The workload is reasonable, manageable, and fairly distributed. (Completely untrue)
15. Members of the organization use effective conflict- resolution skills and address disagreements in a
16. Respectful and responsible manner. (Completely untrue)
17. The organization encourages free expression of diverse and/or opposing ideas and perspectives. (Somewhat untrue)
18. The organization provides competitive salaries, benefits, compensations, and other rewards. ((Somewhat untrue)
19. There are sufficient opportunities for promotion and career advancement. (Somewhat untrue)
20. The organization attracts and retains the “best and the brightest.” (Completely untrue)
21. The majority of employees would recommend the organization as a good or great place to work to
22. Their family and friends. (Completely untrue)
© 2014 Cynthia M. Clark
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ant11-CE-Civility-1023.pdf
18 American Nurse Today Volume 10, Number 11 www.AmericanNurseToday.com
“I believe we can change the world if we start listening to one another again. Simple, honest, human con- versation…a chance to speak, feel heard, and [where] we each listen well…may ultimately save the world.” Margaret J. Wheatley,
EdD
GIVEN the stressful healthcare workplace, it’s no wonder nurses and other healthcare professionals sometimes fall short of communi- cating in respectful, considerate ways. Nonetheless, safe patient care hinges on our ability to cope with stress effectively, manage our emo- tions, and communicate respectful- ly. Interactions among employees can affect their ability to do their jobs, their loyalty to the organiza- tion, and most important, the deliv- ery of safe, high-quality patient care.
The American Nurses Associa- tion (ANA) Code of Ethics for Nurses with Interpretive Statements clearly articulates the nurse’s obli- gation to foster safe, ethical, civil workplaces. It requires nurses “to create an ethical environment and culture of civility and kindness, treating colleagues, coworkers, em- ployees, students, and others with
dignity and respect” and states that “any form of bullying, harassment, intimidation, manipulation, threats, or violence will not be tolerated.” However, while nurses need to learn and practice skills to address
uncivil encounters, or- ganization leaders and managers must create an environment where nurses feel free and empowered to speak up, especially regard- ing patient safety issues.
All of us must strive to create and sustain civil, healthy work en- vironments where we
communicate clearly and effectively and manage conflict in a respectful, responsible way. The alternative— incivility—can have serious and lasting repercussions. An organiza- tion’s culture is linked closely with employee recruitment, retention, and job satisfaction. Engaging in clear, courteous communication fos- ters a civil work environment, im- proves teamwork, and ultimately enhances patient care.
In many cases, addressing inci- vility by speaking up when it hap- pens can be the most effective way to stop it. Of course, mean- ingful dialogue and effective com- munication require practice. Like bowel sound auscultation and na- sogastric tube insertion, communi- cation skills can’t be mastered overnight. Gaining competence in civil communication takes time, training, experience, practice, and feedback.
LEARNING OBJECTIVES 1. Identify components of a healthy
workplace. 2. Discuss how to prepare for a chal-
lenging conversation. 3. Describe models for conducting a
challenging conversation.
The planners of this CNE activity have disclosed no relevant financial relationships with any commercial companies pertaining to this activity. See the last page of the article to learn how to earn CNE credit. The author has disclosed that she receives royalties and consulting fees pertaining to this topic. The article was peer reviewed and determined to be free of bias.
Expiration: 11/1/18
CNE 1.0 contact hours
Conversations to inspire and promote a
more civil workplace Let’s end the silence that surrounds incivility.
By Cynthia M. Clark, PhD, RN, ANEF, FAAN
www.AmericanNurseToday.com November 2015 American Nurse Today 19
What makes for a healthy workplace? The American Association of Criti- cal-Care Nurses has identified six standards for establishing and sus- taining healthy work environ- ments—skilled communication, true collaboration, effective decision- making, appropriate staffing, mean- ingful recognition, and authentic leadership.
In my own research, I’ve found that healthy work environments al- so require: • a shared organizational vision,
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00006223-201903000-00004.pdf
Nurse Educator
Combining Cognitive Rehearsal, Simulation, and Evidence-Based Scripting to Address Incivility
Autho The a
Corre clark
Accep
Publis
DOI:
64
Cynthia M. Clark, PhD, RN, ANEF, FAAN
ABSTRACT Background: Nurses have a professional and ethical obligation to foster civility and healthy work environments to protect patient safety. Evidence-based teaching strategies are needed to prepare nursing students to address acts of incivility that threaten patient safety. Problem: Incivility in health care must be effectively addressed because the delivery of safe patient care may depend on these vital skills. Approach: Cognitive rehearsal (CR) is an evidence-based technique where learners practice addressing workplace incivility in a nonthreatening environment with a skilled facilitator. The author describes the unique combination of CR, simulation, evidence-based scripting, deliberate practice, and debriefing to prepare nursing students to address uncivil encounters. Outcomes: Learners who participated in CR identified benefits using this approach. Conclusions: Combining CR with simulation, evidence-based scripting, repeated dosing through deliberate practice, and skillful debriefing is an effective method to provide nursing students with the skills needed to address incivility, thereby increasing the likelihood of protecting patient safety. Keywords: civility, cognitive rehearsal, debriefing, deliberate practice, incivility, simulation
Cite this article as: Clark CM. Combining cognitive rehearsal, simulation, and evidence-based scripting to address incivility. Nurse Educ. 2019;44(2):64–68. doi: 10.1097/NNE.0000000000000563
I ncivility in health care settings can have a detrimentalimpact on individuals, teams, and organizations. In thepatient care environment, uncivil encounters can provoke uncertainty and self-doubt, weaken self-confidence, and compromise critical thinking and clinical judgment skills. If poorly managed, incivility can lead to life-threatening mistakes, preventable complications, harm, or death of a patient.1-6 Therefore, innovative and evidence-based teaching strategies are needed to prepare nursing students to foster healthy work environments and address acts of incivility that threaten teamwork and patient safety.
The AmericanNurses Association (ANA)Code of Ethics for Nurses7 clearly emphasizes nurses’ moral and ethical obligation to ensure patient safety by fostering healthy work environments and cultures of civility. Cognitive rehearsal (CR) is an evidence-based technique whereby individuals work with a coach or facilitator to practice addressing stressful situations in a nonthreatening environ- ment.8,9 Being well prepared, speaking with confidence, and using respectful expressions to address incivility can empower nursing students and nurses to speak up and ad- dress uncivil behaviors. Using evidence-based approaches
r Affiliation: StrategicNursingAdvisor, ATINursing Education, Boise, Idaho. uthor declares no conflicts of interest.