NURS 6053: Interprofessional Organizational and Systems Leadership | Module 5

Learning Objectives

Students will:

• Recommend strategies to lead organizational change
• Justify plans for implementing and managing organizational change in organizational/workplace settings
• Create plans for communicating proposed changes to stakeholders
• Recommend risk mitigation plans when managing organizational changes

Due By	Assignment
Week 10, Days 1–7	Read the Learning Resources. Begin to compose your Assignment.
Week 11, Days 1-6	Continue to compose your Assignment.
Week 11, Day 7	Deadline to submit your Assignment.

 

Assignment: Change Implementation and Management Plan

It is one of the most cliché of clichés, but it nevertheless rings true: The only constant is change. As a nursing professional, you are no doubt aware that success in the healthcare field requires the ability to adapt to change, as the pace of change in healthcare may be without rival.

As a professional, you will be called upon to share expertise, inform, educate, and advocate. Your efforts in these areas can help lead others through change. In this Assignment, you will propose a change within your organization and present a comprehensive plan to implement the change you propose.

To Prepare:

• Review the Resources and identify one change that you believe is called for in your organization/workplace.
  • This may be a change necessary to effectively address one or more of the issues you addressed in the Workplace Environment Assessment you submitted in Module 4. It may also be a change in response to something not addressed in your previous efforts. It may be beneficial to discuss your ideas with your organizational leadership and/or colleagues to help identify and vet these ideas.
• Reflect on how you might implement this change and how you might communicate this change to organizational leadership.

The Assignment (5-6-minute PowerPoint presentation):

Change Implementation and Management Plan

Create a narrated PowerPoint presentation of 5 or 6 slides with video that presents a comprehensive plan to implement the change you propose.

Your presentation should be 5–6 minutes in length and should include a video with you as presenter.

Your Change Implementation and Management Plan should include the following:

• An executive summary of the issues that are currently affecting your organization/workplace (This can include the work you completed in your Workplace Environment Assessment previously submitted, if relevant.)
• A description of the change being proposed
• Justifications for the change, including why addressing it will have a positive impact on your organization/workplace
• Details about the type and scope of the proposed change
• Identification of the stakeholders impacted by the change
• Identification of a change management team (by title/role)
• A plan for communicating the change you propose
• A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose

By Day 7 of Week 11

Submit your Change Implementation and Management Plan with audio and video.NURS 6053 Module 5: Organizational Change Assignment

 

 

ADDITIONAL INFO 

Interprofessional Organizational and Systems Leadership

Introduction

The role of leadership in healthcare organizations is changing, and leaders will need to be able to adapt their approach to meet the needs of their organization. In this article we discuss some key competencies for interprofessional organizational and systems leadership.

Leadership roles and competencies

Leadership roles and competencies are different from one organization to another. They are dependent on the organizational context, as well as the culture of that organization.

The following table shows some examples of leadership roles and competencies for various types of organizations:

Knowledge of organization and system leadership

• Understand the organization’s structure.

• Understand the organization’s mission and vision.

• Know how your job fits into this larger picture, and how it relates to other roles within the company or department. For example, as a nurse leader who works directly with patients on their behalf, you will want to know about policy changes or changes in medical equipment that may affect patient care and outcomes. As an employee who reports up through a chain of command (e.g., from nurses’ departments), you’ll benefit from understanding where decisions are made within your organization: if they’re made by senior management or if they go through channels at lower levels; what happens when there’s disagreement between groups?

Knowledge of board governance

Board governance is a process of determining the direction and priorities of an organization, as well as how to achieve those goals. Board governance can be defined as:

• The set of rules, policies, and procedures that guide a corporation’s operations.

• The coordination between management and shareholders in setting corporate strategy; its goal is to ensure that company objectives are achieved over time.

In short: it’s about making sure everyone understands what they’re supposed to do when something goes wrong (or right). This can be done through written contracts or verbal agreements between managers and employees/managers at all levels within an organization—and it needs some kind of structure if you want things done right!

Knowledge of community, stakeholder engagement and collaboration

• Understand the community context.

• Engage the community in the development of strategic directions.

• Collaborate with other health service providers, agencies and stakeholders (including indigenous peoples) to develop plans and implement strategies that support integration of interprofessional practices across health care settings.

Interprofessional communication

Interprofessional communication is the process of sharing information among team members in a way that builds trust and cooperation. When you communicate with another professional, you are communicating with a person who has different values, beliefs and ways of thinking than yourself. For example, your team members may use different words to describe something than what you would consider “good” or “bad” for example; this can lead to misunderstanding between people on the same team as well as confusion about what needs to be done next.

One key component of interprofessional practice is communication—it’s not just one person talking! Communication takes place when we share ideas by using our voices together (verbally), writing notes on paper/screens together (textually), drawing pictures together (graphically), etc.. The more people who are involved with this process makes it easier because there will always be someone around who knows how things should look like before moving forward into action steps needed by all parties involved.”

Facilitate development of interprofessional teams and team-based care

Interprofessional teams are a key part of health care delivery. The leader’s role in facilitating interprofessional team development is critical, as it can be a major obstacle to the success of these teams. Asking questions like: “How can we make our organization more inclusive?” or “What does it mean for us as leaders if we want our organization to look like this?” will help you better understand what needs to happen next and how you can facilitate change within your own organization.

In addition, fostering interprofessional communication will also be important for any leader who wants their team members working together effectively and efficiently, especially when dealing with complex situations requiring multiple perspectives on how best approach them or solve problems facing patients/patients’ families/patients’ care providers/etcetera.”

Evaluate interprofessional team effectiveness

Evaluate interprofessional team effectiveness

Team effectiveness is a measure of how well the team is performing. It includes aspects such as trust, communication and coordination, job satisfaction and performance. Interprofessional teams are more effective when they have a shared purpose and vision; this helps them work together more effectively in solving problems or achieving goals that benefit both disciplines (Kirkpatrick et al., 2000). When people know what they’re working on with their colleagues from other fields, they’re more likely to do good work that’s relevant to both professions (Kirkpatrick et al., 2000).

Systems thinking

Systems thinking is the process of understanding how a system works, and then using that knowledge to improve it. As a result, systems thinking can help us understand the interrelatedness between parts of a system—for example: “What happens when we change one part? How does that affect all other parts?”

Systems thinking is important in healthcare because many aspects of healthcare are connected. For example, if you have an infection in your gut or lungs, it may lead to what doctors call “chronic disease” (a condition that persists over time). Chronic diseases are often caused by lifestyle choices you make every day—and these choices can be changed with better awareness about how your body reacts when exposed to certain foods or chemicals found in food packaging materials (like plastics).

Conclusion

In summary, interprofessional leadership can be defined as a set of competencies that need to be developed by individuals and groups in order to lead a system. The individual roles in an interprofessional organization are comprised of multiple types of leaders: board members who understand governance, clinicians who understand clinical knowledge, and team members who understand behavioral health. These three roles work together in order to make the most impact on populations served by the organization.