Discussion: Critiquing a Change Effort

 

Discussion: Critiquing a Change Effort
As a nurse leader, you need to have the skills and knowledge to collaborate and communicate with those who plan for and manage change. This capacity is

valuable in any health care setting and for many different types of change. Furthermore, it is essential to be able to evaluate a change effort and

determine if it is promoting improved outcomes and making a positive difference within the department or unit, or for the organization as a whole.
To prepare:
• Review Chapters 7 and 8 in the course text. Focus on the strategies for planning and implementing change in an organization, as well as the

roles of nurses, managers, and other health care professionals throughout this process.
• Reflect on a specific change that has recently occurred in your organization or one in which you have worked previously. What was the catalyst

or purpose of the change?
• How did the change affect your job and responsibilities?
• Consider the results of the change and whether or not the intended outcomes have been achieved.
• Was the change managed skillfully? Why or why not? How might the process have been improved?

 

Post a summary of a specific change within an organization and describe the impact of this change on your role and responsibilities. Explain the

rationale for the change, and whether or not the intended outcomes have been met. Assess the management of the change, and propose suggestions for how

the process could have been improved.

 

 

Name: NURS_6053_Week4_Discussion_Rubric

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Main Posting:
Response to the discussion question is reflective with critical analysis and synthesis representative of knowledge gained from the course readings for

the module and current credible sources.–
Outstanding Performance 44 (44%) – 44 (44%)
Excellent Performance 40 (40%) – 43 (43%)
Competent Performance 35 (35%) – 39 (39%)
Proficient Performance 31 (31%) – 34 (34%)
Room for Improvement 0 (0%) – 30 (30%)
Main Posting:
Writing–
Outstanding Performance 6 (6%) – 6 (6%)
Excellent Performance 5.5 (5.5%) – 5.5 (5.5%)
Competent Performance 5 (5%) – 5 (5%)
Proficient Performance 4.5 (4.5%) – 4.5 (4.5%)
Room for Improvement 0 (0%) – 4 (4%)
Main Posting:
Timely and full participation–
Outstanding Performance 10 (10%) – 10 (10%)
Excellent Performance 0 (0%) – 0 (0%)
Competent Performance 0 (0%) – 0 (0%)
Proficient Performance 0 (0%) – 0 (0%)
Room for Improvement 0 (0%) – 0 (0%)
First Response:

Post to colleague’s main post that is reflective and justified with credible sources.–
Outstanding Performance 9 (9%) – 9 (9%)
Excellent Performance 8.5 (8.5%) – 8.5 (8.5%)
Competent Performance 7.5 (7.5%) – 8 (8%)
Proficient Performance 6.5 (6.5%) – 7 (7%)
Room for Improvement 0 (0%) – 6 (6%)
First Response:
Writing–
Outstanding Performance 6 (6%) – 6 (6%)
Excellent Performance 5.5 (5.5%) – 5.5 (5.5%)
Competent Performance 5 (5%) – 5 (5%)
Proficient Performance 4.5 (4.5%) – 4.5 (4.5%)
Room for Improvement 0 (0%) – 4 (4%)
First Response:
Timely and full participation–
Outstanding Performance 5 (5%) – 5 (5%)
Excellent Performance 0 (0%) – 0 (0%)
Competent Performance 0 (0%) – 0 (0%)
Proficient Performance 0 (0%) – 0 (0%)
Room for Improvement 0 (0%) – 0 (0%)
Second Response:
Post to colleague’s main post that is reflective and justified with credible sources.–
Outstanding Performance 9 (9%) – 9 (9%)
Excellent Performance 8.5 (8.5%) – 8.5 (8.5%)
Competent Performance 7.5 (7.5%) – 8 (8%)
Proficient Performance 6.5 (6.5%) – 7 (7%)
Room for Improvement 0 (0%) – 6 (6%)
Second Response:
Writing–
Outstanding Performance 6 (6%) – 6 (6%)
Excellent Performance 5.5 (5.5%) – 5.5 (5.5%)
Competent Performance 5 (5%) – 5 (5%)
Proficient Performance 4.5 (4.5%) – 4.5 (4.5%)
Room for Improvement 0 (0%) – 4 (4%)
Second Response:
Timely and full participation–
Outstanding Performance 5 (5%) – 5 (5%)
Excellent Performance 0 (0%) – 0 (0%)
Competent Performance 0 (0%) – 0 (0%)
Proficient Performance 0 (0%) – 0 (0%)
Room for Improvement 0 (0%) – 0 (0%)
Total Points: 100

 

 

Learning Resources
Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of

your Syllabus.
Required Readings
Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia, PA:

Lippincott, Williams & Wilkins.
• Review Chapter 7, “Strategic and Operational Planning”
• Chapter 8, “Planned Change”

This chapter explores methods for facilitating change and the theoretical underpinnings of implementing effective change
McAlearney, A., Terris, D., Hardacre, J., Spurgeon, P. Brown, C., Baumgart, A., Nyström, M. (2014). Organizational coherence in health care

organizations: Conceptual guidance to facilitate quality improvement and organizational change. Quality Management in Health Care, 23(4), 254–267 doi:

10.1097/QMH.0b013e31828bc37d

An international group of investigators explored the issues of organizational culture and Quality Improvement (QI) in different health care contexts

and settings. The aim of the research was to examine if a core set of organizational cultural attributes are associated with successful QI systems.
Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing Management – UK, 20(1), 32–37. doi: 10.7748/nm2013.04.20.1.32.e1013
Retrieved from the Walden Library databases.
Shirey, M. R. (2013). Lewin’s Theory of Planned Change as a strategic resource. The Journal of Nursing Administration, 43(2), 69–72.

doi:10.1097/NNA.0b013e31827f20a9
Retrieved from the Walden Library databases.
Required Media
Laureate Education (Producer). (2012g). Organizational dynamics: Planned change and project planning. Baltimore, MD: Author.

Optional Resources
Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia:

Lippincott, Williams & Wilkins.
• Chapter 9, “Time Management”
Batras, D., Duff, C., & Smith, B. J. (2014). Organizational change theory: implications for health promotion practice. Health Promotion International,

Retrieved from MEDLINE with Full Text, EBSCOhost

This article reviews select organizational change models to identify the most pertinent insights for health promotion practitioners.

 

 

 

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