A summary of the change redesign of the cardiovascular surgical unit
As the unit manager of a cardiovascular surgical unit. The unit clerks complained sometimes that they can’t reach chart racks on the counter. Also, the workstation was small, outdated and disorganized. During the construction of the workstation, their wish list is incorporated in the redesign for optimum efficiency and effectiveness. Their top priorities were a new revolving chart rack in the center of a workstation, a call-light system and enhanced accessibility for both staff and the unit clerks.
Impacts on the roles and responsibilities
The changes in the cardiovascular surgical unit were implemented as per the wish list of the clerks. However, many complaints about the changes started. First, the unit clerks started complaining that the new call-light response system was overwhelming. Also, the patient lights are now going unanswered. Secondly, the chart racks beyond their immediate working area are no longer being monitored. They are removed from the unit by physicians or left in the chart room by nurses. Another unit clerk registered a complaint that she was injured by a colleague who carelessly switched on the chart rack. In addition, she refused to work again demanding that the old chart racks should be returned. Nurses in the unit are complaining that access to the workstation is limited by the unit clerks. Further, there have been some wrangles that several staff were accusing the unit head of favoring some employees.
Therefore, the intended outcome of change in the company was not achieved. The day shift unit clerk and charge nurse started engaging in a conversation with the evening-shift clerk and nurse. They both adopted the mode of reluctance arguing that the change undermines their efforts to fix the workstation company. Further, the change stops sabotage things for better.
Change brings the feelings of achievement and loss. The leader or manager is supposed to use developmental, political, and relational experience to ensure that development is not sabotaged (Marquis, 2012). Successful change depends on the person skilled in the theory of planned development and implementation (Marquis, 2012). This is very necessary to deal with real human emotions and balance all the aspects of the company that is affected by the planned change. In the large organizations, a multidisciplinary team of members are assigned the responsibility of managing the process. The team manages communication among people leading the change and those implementing the strategies. Also, change needs well-developed leadership and management skills. It requires vision and clear planning skills. Therefore, leader-managers must be visionary to identify where development is required in the health care company.
Planning is proactive and deliberate process that reduces risk and uncertainty. In effective planning, the manager must identify the short-term and long- term goals and changes to ensure the unit meets its goals. The organization must develop a strategic plan that forecasts its success by aligning and matching it with external capabilities. This should be based on the strengths and weaknesses analysis and the balanced scorecard. The SWOT analysis and balanced scorecard help the company to assess what they do and what they need to do to be efficiently sound.
Marquis, B. L., & Huston, C. J. (2012). Leadership roles and management functions in nursing: Theory and application. Philadelphia: Lippincott.
Endsley, D. S. (2010). Innovation in action: A practical guide for healthcare teams. Chichester, West Sussex: Wiley-Blackwell.
Parkin, P. (2009). Managing change in healthcare: Using action research. Los Angeles: SAGE.