Fostering and Maintaining Change in Practice Order Instructions: This should be a detailed paper with detailed information on all the questions posed here in the order form.
Maintaining Change in Practice
PRINCIPLES OF PLANNED CHANGE
1. Consider the change you have proposed in your project. ( Lack of proper education on a patient with type 2 diabetes)
Which principles of planned change will help its’ successes
. Please refer to KOTTER AND COHEN’S 8 STEPS TO CHANGE in their change theory and apply these steps to the change you are describing.
3. End your paper with a serious reflection on how your understanding of planned change will help you proposed a change in the clinical setting you are currently working (Dr. Office).
Please use peer review articles to support your proposal to remember that they cannot be more than 5 years old.
Fostering and Maintaining Change in Practice Sample Answer
Maintaining Change in Practice
Fostering and maintaining change in practice can be a daunting task if the right strategies are not adopted for change management. In reference to my proposal to ‘Lack Proper Education on Patient with Type 2 Diabetes’, there are various principles of change that I intend to implement as a clinical at the Dr. Office in a bid to promote knowledge among patients with diabetes and hence improve management of the disease. This is a discussion of the principles that will fuel this change, including a discussion on the eight steps of change by Kotter and Cohen.
Principles of Planned Change
The realization of change in the management of Type 2 diabetes will only be actualized if certain principles of planned change are implemented. These include starting from the top, involving staff at all levels, communicating the change process, creating ownership, and understanding that change is a process (Ray and Breland, 2011; Whelan-Berry and Somerville, 2010). As a clinical at the Dr. Office, I will play an important as part of the staff, working with other team members to achieve change. Creating ownership ensures that I take the change process as a part of my responsibility. This will ensure training of patients about type 2 diabetes is made part of the treatment process, thus fueling the change process. In doing this, there is a need to realize that change cannot be achieved instantly and that it is a process that will take a while.
8 Steps to Change on Fostering and Maintaining Change in Practice
In their change theory, Kotter and Cohen put forth eight steps to change that companies must adhere to for an effective change process. These can be related to the proposed changes and I will contribute to their achievement as discussed below.
The first step involves the creation of a sense of urgency (Murray, 2013). In promoting knowledge about type 2 diabetes, there is need to create advocacy that will excite members of the medical community as well as the community on the need to increase awareness on diabetes, including self-care and self-medication. I will work with the team at Dr. Office, to promote change urgency by encouraging others to join the change process.
The second step involves developing a guiding coalition. This involves assembling a power group to support the change process (Stragalas, 2010). In this regard, a group consisting of nutritionists, nurses and doctors specializing in diabetes at Dr. Office will form a team for promoting knowledge among patients and within the community.
Forming a strategic vision and accompanying initiatives is the third step, which involves the development of strategic initiatives to promote the achievement of the vision (Murray, 2013). The lack of knowledge among type 2 diabetes patients is highly dangerous for their health and the vision would be to create a vision of ensuring that they have adequate information to help them manage their conditions through self-medication, proper nutrition, and lifestyle changes. This would be achieved through regular training sessions with the patients and outreach services to the community.
The next step according to Kotter and Cohen is to enlisting a volunteer army, consisting of a creating a large power team, which is ready to urgently drive change (Stragalas, 2010). I will consolidate a power team within the clinic that is willing to work even beyond working hours and who are devoted to diabetes care and management. This would especially consist of people who have been directly affected by the disease, either personally or through relations.
The fifth step is about eliminating obstacles that may distract the change process (Murray, 2013). This is known as enabling action by eliminating barriers, which in this case will be achieved through fighting inaccurate information that people with diabetes have access to. It is notable that patients receive all manner inaccurate information from relatives, friends and other unprofessional sources. By providing the right information, this can be effectively overcome.
The sixth step is a generation of short-term wins. Every achievement is considered as an important and thus celebrated and correlated with results (Anders and Cassidy, 2014). For every person trained on type 2 diabetes, this will be considered a great achievement for the fraternity.
The next step is to sustain acceleration by using the organization’s growing credibility to eliminate structures that jeopardize the change process and promoting best practices, new themes, volunteers and projects among other developments. By this time, the team at Dr. Office will have played a great role in promoting education on diabetes. Challenges and areas of improvement will also have been identified and corrective measures to promote the objectives of the change can, therefore, be taken.
The last step is to institute change. This is the process of connecting the new behaviors with the entity success. It also involves creating a way to ensure the development of leadership and succession is achieved (Ates and Bititci, 2011). It is imperative that the efforts put into executing the changes in the management of knowledge of type 2 diabetes are not wasted and that the impact continues to be felt. In this relation, systems will be put in place to ensure that the focus of the change process is maintained by creating a reliable leadership team.
Personal Reflection on Fostering and Maintaining Change in Practice
Based on this understanding of planned change, I expect that I will be in a better position to execute the proposed change while working as a clinical at the Dr. Office. I believe that I will understand the purpose of a change in a more effective manner and thus be in a position to execute the desired actions. Most importantly, I understand that change is a process and should be undertaken gradually.
Fostering and Maintaining Change in Practice References
Anders, C. & Cassidy, A. (2014). Effective organizational change in healthcare: Exploring the
contribution of empowered users and workers. International Journal of Healthcare Management, 7(2), 132-151. doi:10.1179/2047971913Y.0000000061. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=f460c3a3-70d8-4172-ab8c-294ac594933d%40sessionmgr4005&vid=1&hid=4111
Ates, A., & Bititci, U. (2011). Change process: a key enabler for building resilient SMEs.
International Journal of Production Research, 49(18), 5601-5618. doi:10.1080/00207543.2011.563825. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=d1e98929-1d4f-418e-b581-f4c08634d426%40sessionmgr4001&vid=1&hid=4111
Augenstein, K., & Palzkill, A. (2016). The Dilemma of Incumbents in Sustainability Transitions:
A Narrative Approach. Administrative Sciences, (2076-3387), 6(1), 1-23. doi:10.3390/admsci6010001. Retrieved from doi:10.3390/admsci6010001eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=ad2a1086-4336-4810-a725-1eeaebf4d4d3%40sessionmgr4002&vid=1&hid=4111
Murray, B. (2013). The Challenge of Simultaneous Management and Creativity. Organization
Development Journal, 31(4), 27-35. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=7b5ccbba-a60c-4218-9745-d6155ebb7744%40sessionmgr4001&vid=1&hid=4111
Ray, M. D., & Breland, B. D. (2011). Methods of fostering change in the practice model at the
pharmacy department level. American Journal of Health-System Pharmacy, 68(12), 1138-1145. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=0f0bfa6b-3c6e-463e-999d-03155305ad19%40sessionmgr4003&vid=1&hid=4111
Stragalas, N. (2010). Improving Change Implementation. OD Practitioner, 42(1), 31-38.
Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=71f6535c-9bd1-4810-a335-ae203156b99e%40sessionmgr4002&vid=1&hid=4111
Whelan-Berry, K. S., & Somerville, K. A. (2010). Linking Change Drivers and the
Organizational Change Process: A Review and Synthesis. Journal of Change Management, 10(2), 175-193. doi:10.1080/14697011003795651. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=54a72c99-f397-4f0e-b2c9-38f135675417%40sessionmgr4002&vid=1&hid=4111
