Part D: Change Model
Nurses are known as the backbone of hospitals due to the immense roles they play in healthcare delivery (Guo et al., 2018). Despite their immense contributions, there has always been a shortage in the number of nurses, making most of them work for long hours or attend to large patient populations, an aspect that has contributed to increased cases of burnout (Guo et al., 2018). Roger’s diffusion theory of innovation is one of the approaches that can be followed when implementing change. This theory uses communication as a way of explaining how an idea can gain momentum and spread rapidly in a given social system with people adopting the new concept (Mohammadi et al., 2018). In the long run, people within a given social setting alter their approaches towards doing things. This theory mainly emphasizes the significance of communication in adopting a proposed idea from the inception point through to achieving the desired objectives (Mohammadi et al., 2018). This paper, therefore, describes the change model and implementation plan towards reducing burnouts and enhancing patient care based on the innovation-decision process by Roger’s diffusion theory. The phases that will be followed comprise knowledge, persuasion, decision, implementation, and confirmation.
Knowledge Stage
After proposing an idea, it is crucial that all the concerned parties are aware of the change idea (Mohammadi et al., 2018). Doing so helps to reduce resistance. Since reducing nurse burnout and enhancing patient care is a collective responsibility, it is crucial that every people within the hospital, including nurses, physicians, hospital administrators, investors, and partners, understand the necessity of hiring more nurses and how it contributes to reduced burnout and enhanced patient care. At this stage, all the concerned parties will be informed of the proposed solution, its significance, and the implementation process.
Persuasion
This is the second stage in the change model. Persuasion is important, especially among partners or change agents who may develop resistance (Mohammadi et al., 2018). During this step, clarifications about the solutions will be made, and advantages weighed against disadvantages.
Decision making
During this stage, the concerned parties may choose to adopt or reject the proposed innovation (Mohammadi et al., 2018). Since increasing the number of nurses has proved to be successful in reducing burnout and enhancing patient care, all the change agents and stakeholders will be encouraged to adopt the proposed solution.
Implementation
At this stage, the innovation is adopted and put into use in the different departments. However, uncertainties about the outcomes that may be achieved using the innovation may still be a problem. Therefore, the implementer may require technical assistance from change agents to reduce the degree of uncertainties (Mohammadi et al., 2018). Here, the senior management will be tasked with employing more nurses and spreading awareness on how this move will help reduce nurse burnout and enhance patient care.
Confirmation stage
This is the last stage in the change model whereby although the innovation decision has already been made, the individual looks for support for the selected decision. Roger (2003) notes that the decision may be reversed at this stage if the individual encounters conflicting messages about the innovation (Mohammadi et al., 2018). Depending on the support received, the innovation may continue being adopted or discontinued (Mohammadi et al., 2018). At this stage, all the stakeholders will be communicated on the importance of having more nurses and reassured that doing so will be of positive impact to both nurses and patients.
Part E: Implementation Plan
The implementation phase is one of the important stages when adopting a new innovation (Alagoz et al., 2018). When implementing change, although resistance may be experienced during the early stages, making prior preparations of all the requirements will lay a foundation for its success. Employing more nurses requires careful planning, budgeting, resources, and deliberating on different options (Alagoz et al., 2018). This section, therefore, seeks to expound on the resources, strategic analysis, specific barriers that will need to be addressed or eliminated, and the amount of time that will be needed to complete the project.
Required Resources
When adopting this innovation, there are a number of resources that will be required for it to be successful. One of the main resources relates to human resources. In reference to this resource requirement, it is important that a team of competent nurses is brought on board (Alagoz et al., 2018). Bringing competent nurses will lay a foundation for implementing the program in the best way and achieve the maximum results. The other important resource that will be needed is competent trainers and interviewers who will be able to conduct interviews and select the best nurses who will in turn be used to deliver high-quality care to the patients. A study conducted by Alagoz et al. (2018) notes that involving a team of highly trained personnel lays a foundation for increasing success rates of quality improvement projects (Alagoz et al., 2018). The success of the project will also be enhanced by clarifying the roles that each stakeholder or change agent is required to fulfill. A considerable amount of financial resources will also be required to employ the additional nursing staff and undertake them through the relevant training that will equip them with skills of successfully executing their duties.
Strategic Analysis
Feasibility is a crucial step when implementing innovation or a process. Conducting a feasibility study is important since it aids in evaluating the project’s potential for success. The American Nursing Association indicates that having an adequate number of nurses in any given healthcare facility helps in positively impacting the nurses’ ability to deliver safe and quality care to the patient (Alagoz et al., 2018). Additionally, safe nurse staffing practices help in reducing incidences of nurse burnouts hence contributing to positive patient outcomes. Therefore, implementing the proposed solution of employing more nurses will be successful in reducing burnout and enhancing patient care. A huge budget allocation will be set aside for the purpose of training and paying the newly recruited nurses. Setting aside sufficient funds will lay a foundation for ensuring that the best team is selected.
Specific Barriers and how they will be managed
For this project to be successful, it is important that all the involved stakeholders take an active approach in identifying the best nurses who will be able to fill in the different departments that are currently understaffed (Waltz et al., 2019). One of the challenges that may be encountered during the implementation phase is communication. It is important that the hospital administrators and the involved change agents maintain open communication channels. This will ensure that every team member is aware of what they need to accomplish throughout the implementation process. Time is also a barrier that may lead to the innovation not being implemented effectively in the different departments. However, this can be achieved by ensuring that every activity is executed within the set time frame.
Time needed to complete this project
This project will be implemented and monitored for one year. During this period, comparisons will be made between fully staged and understaffed hospitals in relation to the incidences of burnout and the quality of care received by patients. Communicating about the plan of change will take place within the first weeks thereafter, new nurses will be hired and deployed to their various stations. Monitoring and formative evaluations will take place as the project is ongoing. At the end of 12 months, a summative evaluation will be conducted to assess whether the project was successful or whether certain amendments need to be made.
References
Alagoz, E., Chih, M. Y., Hitchcock, M., Brown, R., & Quanbeck, A. (2018). The use of external change agents to promote quality improvement and organizational change in healthcare organizations: a systematic review. BMC Health Services Research, 18(1), 1-13.
Guo, Y. F., Luo, Y. H., Lam, L., Cross, W., Plummer, V., & Zhang, J. P. (2018). Burnout and its association with resilience in nurses: A cross‐sectional study. Journal of clinical nursing, 27(1-2), 441-449.
Mohammadi, M. M., Poursaberi, R., & Salahshoor, M. R. (2018). Evaluating the adoption of evidence-based practice using Rogers’s diffusion of innovation theory: a model testing study. Health promotion perspectives, 8(1), 25.
Pashaeypoor, S., Negarandeh, R., & Borumandnia, N. (2016). Factors affecting nurses’ adoption of evidence-based practice based on Rogers’ Diffusion of Innovations Model: A path analysis approach. Journal of hayat, 21(4), 103-112.
Waltz, T. J., Powell, B. J., Fernández, M. E., Abadie, B., & Damschroder, L. J. (2019). Choosing implementation strategies to address contextual barriers: diversity in recommendations and future directions. Implementation Science, 14(1), 1-15.
