Unit 25: Facilitating Change In Healthcare Environment Assignment Sample

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Introduction to Facilitating Change In the Healthcare Environment Assignment

Change management procedure is a detailed structured framework enabling healthcare settings to identify, implement and monitoring change initiatives; this process is intended to assure improvement in healthcare practices (Harrison et al, 2021). As per NHS change management articulated as a significant procedure, tools and techniques applied for managing people during implementation of change (NHS, 2024). Whilst, literature often depicts that managing change comprised with improvement method. However, it is a wider concept complies with managing resistance towards change and supporting individuals during implementation of technology, procedure and organisational change.

The present report will be based on undertaking a change initiative in Careby Joelma residential; this organisation provides care services to people suffering from long-term conditions such as dementia and diabetes. The change initiative that would be discussed throughout the report is “"Introducing the Patient-Centred Care Model in End-of-life-Care [EoLC]”. The requirement for change, components of change management initiative and influence of national strategic direction on local initiative will be discussed. Furthermore, small-scale change management plan will be presented while highlighting the impacts of stakeholders. Moreover, effectiveness of change management plan will be drawn.

Reference materials and sample assignments are shared to help students gain clarity on academic formats and improve their writing approach. As a trusted assignment helper in UK, we ensure guidance is provided without compromising originality. The Facilitating Change In Healthcare Environment demonstrates proper structure, analysis, and logical presentation of findings. These materials are strictly meant for reference and learning purposes only.

Unit 25: Facilitating Change In Healthcare Environment Assignment Sample

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Stefan Bell 5 Years | MPhil

Main Body

LO2

Components of Change management within health and care service context

End-of-life care is considered as a holistic approach of care that focuses on addressing emotional, physical, spiritual and social needs of individuals. In own organisation there are certain issues witnessed that are negatively impacting EoLC patients (Akdeniz, Yardımcı and Kavukcu, 2021). One of the incidents was evident in own setting; the episode of care comprised around a patient whose name was Emily [Using a pseudonym of maintaining confidentiality]. She was a 70 years old female receiving care at the setting. Irrespective of the patient deterioration her family member expressed their preference regarding the palliative care. Whilst, Emily faced pain, anxiety and distress due to lack of communication from healthcare teams. Poor communication between patient, families and healthcare providers led to impacting the quality of EoLC. This is just an example from the setting; there are varied patients whose needs are not being considered due to heavy workload on staff members. Healthcare staff is not able to manage resource and time which is significantly impacting patient outcomes.

Recently, new staff members are recruited in the setting and all of them are not experienced enough and therefore, it is essential to undertake a change initiative that teaches them about person-centred care. It is important to consider the needs of patient as each individual have different requires and this can be only done through adopting a patient-centred care model (Sjöberg et al, 2021). This model proves to be pivotal in end-of-life care as its emphasis on prioritising the needs and requirements of individuals and their families. However, this is an aspect of service improvement which looks forward for enhancing practices in EoLC; by providing training to staff members and involving new values aligned with patient-centred care model consistent support to EoLC patients can be ensured.

From the above information it is evident that components of change management in current change context concerned with leadership alignment, stakeholders’ engagement, effective communication, trainingandchange impact assessment. Nurse leader will adopt significant leadership style for motivating new staff members and training would be organised for them. Consistent communication among patient, staff members and leaders support in assessing the progress of change (Kwame and Petrucka, 2021). The major stakeholders of this change initiative are- patients, families of patient, staff members, nurse leader, senior healthcare providers, policymakers and hospital administrators. Lewin’s 3 step change management model in comprise with three stages and those are-

Unfreeze

In this stage; it is important to develop awareness of change in organisation so individuals can prepare themselves. Therefore, in this step staff members will be made aware about the importance of attending training which teaches them about person-centred care and values (Engle et al, 2021). The type of leadership will be decided during this phase and that needs to be followed throughout the change procedure. Furthermore, discussion regarding stakeholders who will take part in change procedure will be undertaken.

Change

This is the second stage in which actual change is implied; the leader will adopt transformational leadership style and staff members will be given opportunity to share their views and opinion. The training will be organised during this stage and principle of person-centred care will be discussed with staff members (Janerka, Leslie and Gill, 2023). Further, they would be encouraged to use transformational leadership style while connecting with patient and their family members. Throughout this procedure the nurse leader will be accountable for ensuring consistent support to new staff members by undertaking consistent communication with them.

Refreeeze

This is the last stage of this model and under this the change initiative will be employed in practices; Hence, staff members will use patient-centred care model and accordingly, assess the needs and requirement of patient and their family members. They will be involved in decision-making process and consistent communication will be undertaken; decision complying with best of interest for patient would be considered (Hansson and Fröding, 2021).The change would be monitored by conducting interviews of patient and family members; their satisfaction level would be assessed and this supports in witnessing whether the change initiative providing effective results or not.

Discussing the influence of national strategic direction on a local initiative for effecting change in health and care provision and justifying initiative

As per NHS 2022/23 priorities it is important to integrate person-centred care in healthcare settings. The Health and Social Care Act 2022 “Regulation 9- Person-centred Care” depicts that the care services provided to service users should be personalised particularly for them (The Health and Social Care Act, 2022). Healthcare providers are accountable for involving patient in decision making process and collaborative care requires to be promoted. The needs, preferences and requirements of patient should be kept at the centre of care procedure and accordingly, decisions are made. The benefits of this legislation comprised with enhancing the wellbeing of patients and further contributes in their recovery procedure.

This policy relates with local initiative of considering patient needs in care and focuses on empowering them and enhances their health outcomes. The selected change initiative “Integrating person-centred care model in EoLC resolving wider healthcare issues associates with lack of patient empowerment, lack of communication, ineffective quality care, decreased involvement of patient and collaborative care (Brickley et al, 2021). The quality healthcare services will be promoted and consistent support to patient would be ensured. This results in enhancing patient outcomes to greater extent and motivates them to take part in collaborative decision-making procedure. This initiative complying with healthcare standards and protocols which signifies that quality healthcare services would be provided to patient in own setting. Hence, there is no doubt in stating that proposed initiative is leading to solve national level healthcare issues as the core motive of this change is to empower patient and enhance their wellbeing by considering their needs and opinions in care procedure (Brickley et al, 2021).

Assessing factors that impacts readiness to change within healthcare settings

The factors which lead to impact the readiness to change within current national strategic climate are concerned with-

Leadership commitment

The role of leader is pivotal in current change context; effective leadership such as transformational leadership creates motivation in staff members. This leads to foster their values and creates higher participation in training programmes (Chien et al, 2022). Therefore, this aspect is essential to focus so that significant outcomes can be gained while implementing effective collaboration.

Stakeholder engagement

Lack of engagement by patient, staff members, leader and healthcare providers significantly impact it is important that each stakeholder ensure significant contribution in whole change management procedure (Brickley et al, 2021). Integrating patient-centred care is not possible without involvement of patient and therefore, there involvement is crucial. Staff members are responsible for incorporating patient-centred model and therefore, their involvement is essential. Leader and healthcare providers are accountable for accessing resources, organising training and monitor change. Thereby, their engagement is essential.

Individual attributes

Individual desire towards change also plays pivotal role in its implication; openness towards change makes the whole procedure easy and enhances resilience capabilities of staff members (Chien et al, 2022). On the other hand, lack of interest towards change procedure hinders the capabilities of individuals in adopting change. In Unfreezing stage, it is important to undertake discussion with staff members so that importance of change can be known.

Other consideration

Other consideration which can influence change are associated with lack of resources and support from higher authorities. In order to organise training, support from higher authorities is pivotal as it leads to resource allocation and consequently, training will be organised (Brickley et al, 2021). Thus, it is important to ensure focus on this area so that effective outcomes could be gained and practices while providing end-of-life-care to patient could be enhanced.

LO3

Small-scale change management plan

Aim

“To integrate the person-centred care model in end-of-life-care services in Careby Joelma residential”.

Objectives

• To prioritise the needs and requirement of patients receiving end-of-life-care.
• To empower patients and involving them in decision-making process.
• To enhance the practices of staff members working in end-of-life-care by organising trainings.

Ethical Consideration

• Respecting the autonomy patients.
• Acting in patient’s best interest and promoting their wellbeing.
• Assuring that all patients receiving fair and equitable care despite of different status and background.
• Protecting privacy of patient and maintaining their confidentiality.

Timeline [6 Months]

• Phase 1- Creating foundation and awareness in 1month
• Phase 2- Undertaking systematic change through trainings in 3 months
• Phase 3- Implementation and Evaluation in 2 months

Workload

Integration of person-centred care model can impact workload as staff members and healthcare professionals need to shift from task-oriented approach to collaborative working.

Span of Control

In order to undertake span of control and managing workload roles and responsibilities each individual will be pre-determined.

Infrastructure

The training will be undertaken at the seminar hall in own setting; different sessions will be organised and materials will be given to staff members.

Communication strategies

• Active-Listening and Empathy
• Direct communication
• Collaborative communication

Strategies for addressing anticipated challenges for implementing change

Below mentioned strategies requires to be considered for managing challenges in implementation of change-

Strategic Planning and Vision

Strategic planning will be implemented that comprised with developing awareness regarding person-centred care at the setting. All the major issues faced by EoLC patients will be presented in front of higher authorities. This helps in tackling the challenges related to lack of support from upper administration and therefore, strategic vision and planning requires to be focused out.

Effective Communication

Lack of communication impacts the efficacy of change initiative and therefore this needs to be ensure that professionals and leaders are actively listening the issues of staff members. Further, it is important to show empathy towards staff members so they can share their concerns (Shepperd et al, 2021). By undertaking direct communication patient needs could be analysed and accordingly actions will be integrated. Most important aspect of communication is promoting collaborating communication; ineffective communication among stakeholders results in creating confusion among the individuals involved in change procedure and therefore, collaborative communication would be followed.

Stakeholder Engagement

Stakeholders’ engagement would be ensured by conducting consistent meeting; these meeting will be undertaken in both formats; online and offline (Shepperd et al, 2021). This enable each individual to connect with each other and accordingly, progress of the plan can be shared with each other.

Leadership implication

Implication of transformational leadership results in developing sense of belongingness in staff members and fosters their values (Edgman-Levitan and Schoenbaum, 2021). Hence, this leads to develop sense of motivation in them and consequently, they will take participation in training programmes.

Consistent evaluation and implication

In order to assess the progress and witnessing errors, consistent evaluation of change management procedure will be done (Edgman-Levitan and Schoenbaum, 2021). After each session of training, feedback from staff members will be taken. This supports in identifying the concerns and appropriate actions will be undertaken.

Testing and analysis techniques

Quality Assurance [QA] in change management emphasise on assuring that the implemented change is not compromising with the quality of products and services. This is essential for enhancing the practices within healthcare setting (Malenfant et al, 2022). For instance- there might be possibility that staff members will feel overburden due to attending training session and this can often hamper their working practices. Therefore, it is important to focus on quality assurance techniques as this ensures that the change is implemented in effective manner without impacting the quality of services. The testing and analysing techniques in current change context are concerned with-

Patient-Reported Measures

The patient experience surveys such as Consumer Assessment of Healthcare Providers & Systems [CAHPS] will be used for gathering feedback regarding the experience of service users. This would be concerned with gaining insights related to communication, coordination of care and respect. By assessing patient values and preferences this will be analysed whether the care provide to them aligning with their needs or not (Hallenbeck and Hallenbeck, 2022). The change is significantly implemented for patients’ wellbeing and therefore, it is important to assure that during whole procedure patients needs are not compromised. Therefore, taking feedback from patient is essential. Plan-Do-Study and Act framework will be used for implementation of the change; the plan will be made and discussed with team members through approaching change management model. Accordingly, trading will be developed for staff members and actions will be performed in accordance with the new learning. Finally, the change will be implied in routine practices while following act stage of PDSA.

Staff surveys

Assessing staff satisfaction is equally important as this depicts whether they are engaging in implementation of person-centred care or not. This helps in identification of barriers and challenges and accordingly, effective decision can be undertaken (King et al, 2021). By conducting staff survey their opinions would be analysed and in case any of the member faces issue then immediate action would be taken. 15 staff members will be approached; staff members are the major stakeholder in current change management procedure and therefore, it is important to analyse their satisfaction and experience throughout the change management procedure. Therefore, specific focus would be implied on this area and consistent communication with staff members will be undertaken for analysing their experience.

Data analysis

The quantitative data will be analysed while considering statistical analysis and accordingly, trends and patterns would be assessed for taking evidence-based decision. Furthermore, qualitative data will be evaluated by using focus group and interviews in order to develop detailed understanding related to experience of patient and staff (King et al, 2021). Afterwards, process mapping will be done for identifying the areas in which principles of person-centred care could be integrated. In this manner, data would be analysed and assessed for knowing about the impact of change initiative in the setting. Throughout the procedure, this needs to ensure that patient and staff members confidentiality are maintained and no disclosure of their personal information is done.

Thus, above mentioned techniques support in assessing the quality of outcomes and further ensures patient safety within setting.

Assessing emerging themes, areas of development and communication strategies used in change management plan

The emerging themes of the plan are- “empowering patient and involving them in decision making”, “integrating person-centred care in EoLC” and “organising training for staff members”. The goal is to undertake a service improvement initiative for enhancing the health outcomes of patient receiving end-of-life-care. The areas for further development are comprised with priorly analysing needs and preferences of patients and accordingly, decision with best interest should be taken. Primary focus must be implied on empowering patients and involving them in decision making procedure (King et al, 2021). Communication strategies such as active listening and empathy will lead to develop sense of belongingness in staff members and they would be able to share their concerns related to training session. Furthermore, direct communication provides opportunity for undertaking consistent communication and immediate errors could be witnessed. Collaborative working is highly essential for the successful implementation of plan and therefore, collaborative communication is required. This helps in promoting the coordination among members and effective implementation of plan would be undertaken.

Impacts of own change management initiative on key stakeholders and comparison to healthcare change initiatives

The change management initiative will lead to develop effective impact on all stakeholders; in context of patient; this can be said that their health outcomes would be enhanced and this is the major motive of initiative (Hua et al, 2021). The patients receiving EoLC will be empowered and involved in decision making. Further, autonomy and confidentiality of the patients would be maintained and identified issues related to lack of support, ineffective care and lack of involvement would be solved. Hence, integration of person-centred care supports in enhancing the satisfaction of patients to greater extent.

On the other hand, this will lead to develop positive influence on the practices of staff members as they will learn about implication of person-centred care principles in their practices. Moreover, healthcare professionals would be able to enhance the reputation of setting. These impacts are wider in comparison to other healthcare initiatives; for instance- introducing tele-health is a kind of digital innovation undertaken in healthcare settings (Mitchell, Cribb and Entwistle, 2023). However, challenges of digital innovations are wider as there is risk related to fluctuation in technology and hacking. Whereas, current initiative primarily focusing on considering the morals and values of patients which are aligned with enhancing their health outcomes. Furthermore, it is providing opportunity to staff members for enhancing their practices.

LO4

Impact of change management initiative on staff

The change management initiative develops positive impact on the staff members in own setting. There would be training organised that develops knowledge in staff members regarding importance of integrating person-centred care model in EoLC. Furthermore, they would be able to learn about the ways in which person-centred care values could be performed. This results in enhancing their practices and ensures that their practices are complying with evidence-based practices and ethics (Morton and Thurman, 2023). Furthermore, it will enable staff members to manage their task and workload. Thus, there is no doubt in stating that the change management initiative will lead to open significant opportunities for staff members and they would be able to enhance their practices which will further results in improving patient outcomes.

Presenting findings to stakeholders

Dear Managers,

I am presenting the aspects recognised after evaluation, identified outcomes will act as a recommendation for healthcare administrators them and accordingly specific focus will be implied on integrating person-centred care model in all department of settings. Furthermore, policymakers will focus on taking robust strategies related to person-centred care implication at global level (Mills et al, 2023). Through small-scale planning and change implication wider understanding related to the importance of person-centred care can be developed and further its implication in varied clinical settings could be undertaken. Therefore, the findings will be presented to higher level healthcare administrators and policymakers.

Thank you

Justifying outcomes of change management in a healthcare setting

The outcomes of change management align with empowering patient, improving health outcomes, involving patient in decision making, promoting collaborative practices and enhancing practices of staff members. Thus, these attributes are essential for healthcare settings as this signifies about the quality of services (Pilnick, 2022). Thus, undertaking person-centred care model in healthcare settings are pivotal as this links with enhancing patient outcomes and creates wider support for patient. Thus, in this manner effective outcomes would be gained and while enhancing healthcare practices.

Assessing the need for future work

In future there is need to imply focus on encouraging therapeutic alliance between patient and nurse professional. This supports in understanding the needs and preferences of patient in significant manner. The evaluation of change management initiative signifying about the importance of assessing patient and staff members experience and accordingly, further actions must be taken. However, not focusing on further implication influence patient outcomes in negative manner. It is important to undertake consistent improvement in healthcare settings as this is aligned with enhancing patient satisfaction and health outcomes. By promoting therapeutic alliance, trust of patient can be gained and this further supports in enhancing clinical outcomes.

Conclusion

Conclusively; this can be said that change management process is essential in healthcare settings; this lead to enhance services and improves patient outcomes. The present report was based on undertaking a change management initiative “Introducing patient-centred care model in end-of-life-care” this initiative proves to be effectual for enhancing the satisfaction and involvement of patient. In order to undertake this change; Lewin’s change management model was considered and prior focus was applied on implementing effective leadership style at the setting and organising training for staff members. The stakeholders were patients, staff members, senior healthcare providers, higher level healthcare administrators and policy makers. This change leads to ensure wider benefits to healthcare setting as this is signifying about the importance of considering patient needs and requirements. In order to monitor the change feedback from patient and staff members requires to be gathered and by implementing effective communication strategies such as- direct communication. Active listening and empathy and collaborative communication consistent support to patient could be ensured and their health outcomes would be enhanced. Thus, there is no doubt in stating that current change management initiative is aligned with enhancing patient outcomes and practices of staff members.

References

Books and Journals

• Akdeniz, M., Yardımcı, B. and Kavukcu, E., 2021. Ethical considerations at the end-of-life care. SAGE open medicine, 9, p.20503121211000918.
• Brickley, B., Williams, L.T., Morgan, M., Ross, A., Trigger, K. and Ball, L., 2021. Putting patients first: development of a patient advocate and general practitioner-informed model of patient-centred care. BMC Health Services Research, 21, pp.1-9.
• Chien, L.J., Slade, D., Dahm, M.R., Brady, B., Roberts, E., Goncharov, L., Taylor, J., Eggins, S. and Thornton, A., 2022. Improving patient‐centred care through a tailored intervention addressing nursing clinical handover communication in its organizational and cultural context. Journal of advanced nursing, 78(5), pp.1413-1430.
• Edgman-Levitan, S. and Schoenbaum, S.C., 2021. Patient-centered care: achieving higher quality by designing care through the patient’s eyes. Israel Journal of Health Policy Research, 10, pp.1-5.
• Engle, R.L., Mohr, D.C., Holmes, S.K., Seibert, M.N., Afable, M., Leyson, J. and Meterko, M., 2021. Evidence-based practice and patient-centered care: doing both well. Health care management review, 46(3), pp.174-184.
• Hallenbeck, J.L. and Hallenbeck, J., 2022. Palliative care perspectives. Oxford University Press.
• Hansson, S.O. and Fröding, B., 2021. Ethical conflicts in patient-centred care. Clinical Ethics, 16(2), pp.55-66.
• Harrison, R., Fischer, S., Walpola, R.L., Chauhan, A., Babalola, T., Mears, S. and Le-Dao, H., 2021. Where do models for change management, improvement and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of healthcare leadership, pp.85-108.
• Hua, M., Fonseca, L.D., Morrison, R.S., Wunsch, H., Fullilove, R. and White, D.B., 2021. What affects adoption of specialty palliative care in intensive care units: a qualitative study. Journal of pain and symptom management, 62(6), pp.1273-1282.
• Janerka, C., Leslie, G.D. and Gill, F.J., 2023. Development of patient-centred care in acute hospital settings: a meta-narrative review. International Journal of Nursing Studies, 140, p.104465.
• King, R., Taylor, B., Talpur, A., Jackson, C., Manley, K., Ashby, N., Tod, A., Ryan, T., Wood, E., Senek, M. and Robertson, S., 2021. Factors that optimise the impact of continuing professional development in nursing: A rapid evidence review. Nurse education today, 98, p.104652.
• Kwame, A. and Petrucka, P.M., 2021. A literature-based study of patient-centered care and communication in nurse-patient interactions: barriers, facilitators, and the way forward. BMC nursing, 20(1), p.158.
• Malenfant, S., Jaggi, P., Hayden, K.A. and Sinclair, S., 2022. Compassion in healthcare: an updated scoping review of the literature. BMC palliative care, 21(1), p.80.
• Mills, I., Scambler, S., Neville, P. and Asimakopoulou, K., 2023. Developing a person-centred approach in dentistry beyond NHS recall intervals: a commentary. British Dental Journal, 235(1), pp.24-28.
• Mitchell, P., Cribb, A. and Entwistle, V., 2023. A wide vocabulary for person-centred care. Future Healthcare Journal, 10(1), pp.82-84.
• Morton, P.G. and Thurman, P., 2023. Critical care nursing: a holistic approach. Lippincott Williams & Wilkins.
• Pilnick, A., 2022. Reconsidering patient centred care: Between autonomy and abandonment. Emerald Publishing Limited.
• Shepperd, S., Gonçalves-Bradley, D.C., Straus, S.E. and Wee, B., 2021. Hospital at home: home‐based end‐of‐life care. Cochrane Database of Systematic Reviews, (3).
• Sjöberg, M., Edberg, A.K., Rasmussen, B.H. and Beck, I., 2021. Documentation of older people’s end-of-life care in the context of specialised palliative care: a retrospective review of patient records. BMC palliative care, 20(1), p.91.

Online

• NHS, 2024. Online. Available through < https://www.england.nhs.uk/wp-content/uploads/2018/04/change-model-guide-v5.pdf>
• The Health and Social Care Act, 2022. Online. Available through < https://assets.publishing.service.gov.uk/media/6363d911e90e0705a8c35457/health-and-care-act-2022-summary-and-additional-measures-impact-assessment.pdf>