I completely agree with you on this point that even though how small the change is, the power of planning cannot be underestimated in its successful implementation.

 

Good job Group 2!

References:

Kouzes, J., & Posner, B. (2014). To get honest feedback, leaders need to ask. Harvard Business Review. Retrieved from https://hbr.org/2014/02/to-get-honest-feedback-leaders-need-to-ask


Chanchal Kurup -Group 7

You identified the importance of connecting the team to the organisational goal.  Bendaly (2012) describes ‘teamness’ as the cohesiveness, like-mindedness and synergy that generates action. 

Uniting a team or keeping the team focused and progressing can be a challenge for any leadership. Your group identified the value in communicating the vision, providing a plan and strategies for achievement. This is supported by Denison, Hooijberg, Leif and Lane (2012) who also acknowledge the importance of leaders motivating and empowering team members individually and collectively to become involved and committed to the planned change. 

The analogy of the elephant is very apt, in reading through Foley, Couturier and Kline (2012), I envisaged the leader(s) ‘shaping the path’, whilst steering both the individual and team throughout the processes of change.

Thank you,
Juanita Webb

26/09/2017

References

Bendaly, L. & Bendaly, N. (2012). Improving Healthcare Team Performance. Retrieved from https://ebookcentral-proquest-com 

Denison, d., Hooijberg, R., Leif, C. & Lane, N. (2012). Leading culture change in global organisations: Aligning culture and strategy. Retrieved from https://ebookcentral-proquest-com 

Foley, J., Couturier, L. & Kline, N. (2012). Switch-Making Change Happen. Journal of Physical Education, Recreation & Dance, 83(7), 8-9. doi: 10.1080/07303084.2012.10598804

I was instantly drawn to the vibrant colours used in this poster.

I was also interested in reading the strategies content box of your poster and how the examples used for facilitating the planned change, mirrored the steps of the Plan-Do-Study-Act Cycle, widely known as a systemic process for continuous improvement (W. Edwards Deming Institute, 2017). 

Although education was planned and implemented to minimise the staff skill shortage in the new medical day unit, reflecting the plan and do stages of the cycle, it was essential to ‘study’ that education did not reach enough people to sustain effective change. To ‘act’ on a communication strategy and to involve others, are strategies also supported by Northouse (2016) and the Australian Council on Healthcare Standards (2013), where communicating strategic direction and vision, and involving those affected by the change, can minimise resistance to change.

 

Rebekah Anderson 27/09/17

 

References:
Australian Council on Healthcare Standards. (2013). Risk management and quality improvement handbook. Sydney: Author.

Northouse, P. (2016). Leadership theory and practice (7th Ed.). Los Angeles, London: Sage.

W. Edwards Deming Institute (2017). PDSA cycle. Retrieved from https://deming.org/explore/p-d-s-a

 

I thought that your analysis and subsequent description of the planned change within your organisation were well outlined. Your description of re-training of skills in IV cannulation and fluid preparation are great skills to highlight in the environment that you describe. 

 

I belive that the methods that you describe in relation to good leadership are essential to any planned change, in particular the need for good communication. You described the importance of “mutual respect, encourage engagement and eliminate uncertainty.” I believe that these leadership skills are essential to the broader term of good communication when detailing the planned change (more training) in the workplace. 

 

The effectiveness of the strategies that the leadership team implemented to facilitate the change were well documented and described in a scholarly manner (well referenced in-text and in your reference list). 

 

Overall the presentation was well presented and delivered and in reference to the learning matrix in the unit outline, met the assessment criteria well. 

 

Tim Jones S00203215 
27/9/17

 

 

Reference

Lussier, R., Achua, C. (2016). Leadership: Theory, application and skill development. Cengage Learning: Australia~

Being a Nurse Educator I am interested in what strategies were employed to engage the staff in the education to gain the required clinical competencies. The poster made reference to them being unsuccessful in engaging enough staff to ensure coverage of the unit. Why was that? I note the quote on the poster stating that "people support what they help create", was that what was learned from the process? It questions if the staff were motivated by the desire to treat unwell patients quickly in day procedures and move away from the traditional admission & bed based care? It does sound like the change was implemented relatively quickly which makes me wonder if the nursing staff had enough time to see the vision of the leadership team and believe it enough to want to sincerely upskill so that they could work in that unit. 

The ethical implication that stands out for me is in the summary of the planned change where it was identified that the intent was clear to treat an increased number of patients to financially benefit the organisation. There is a significant amount of literature that addresses the moral conflict nurses experience when competing with the inherent desire to care for people and the limitations that are forced on them in regards to resources (time, staffing etc). Maybe this was a contributing factor as to why staff did not engage in the education required. If they did not share the vision of the leadership team there may well have been resistance. 

Thank you for sharing.
Bec.