Read the Mitchell (2013) article listed in the required reading list.
Leading change is an important part of successful project execution and implementation. The nurse leader and project manager should be intimately familiar with a particular change theory that serves as the framework for leading the change represented by a project. Identify your “go-to” change leadership framework and discuss how you will use that framework to guide organizational change.
**References should be wihtin the past 5 years.
Reading material:
Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing Management – UK, 20(1), 32-37.
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Reading:
Change Management
Change management is difficult because most people do not do it right. As project manager, you must embrace change as a good thing, keep everyone in the loop, and get necessary approvals on requested changes to move them to the accepted changes. The project manager champions this effort. There are two ways project change can occur. The project stakeholders may request to change the original approved project scope, or they may want to extend the project schedule. Changes to the scope may require a phased approach where portions of the scope are moved to a second or third phase.
There are times when you, as the project manager, must negotiate for more time. The impact of a scheduling change can be far reaching because it affects the budget and many people, including paid contractors and vendors, as well as your own employees whose commitment to your project has expired. Time extensions are a negative reflection on the project manager and should be avoided.
A project manager is only as good as his or her last project. Change must be clear and determined through collaboration with all stakeholders and decision makers, and everyone must be committed to the change. Make sure your change is clear and everyone is committed to it. If it is unclear . . .
There’s an old sea story about a ship’s captain who inspected his sailors and afterward told the first mate that his men smelled bad. The captain suggested perhaps it would help if the sailors would change their clothes occasionally. The first mate responded, “Aye, aye sir. I’ll see to it immediately!” The first mate went straight to the sailors’ berth deck and announced, “The captain thinks you guys smell bad and wants you to change your clothes.” He continued, “Leo, you change with George; Paul, you change with Bert; and Ralph, you change with Horace.”
The moral of the story is that change must be clear. Someone may come along and promise change, but don’t count on things smelling any better.
Magnet Hospitals
Magnet organizations are designated acute-care hospitals and long-term-care institutions that have been accredited by the American Nurses Credentialing Center (ANCC) for their exemplar status in nursing-care delivery. The designation is the uppermost achievement that ANCC bestows on a hospital; it exemplifies an organizations success and accomplishments in providing resources and support for nursing excellence. The characteristics of magnet hospitals are not new organizational components, but are recognized as key success factors for recruiting and retaining nurses. Magnet organizations are led by a transformational nurse leader who supports shared leadership or governance as well as participatory management. The environment is promoted to excellence with the use of national benchmarks and evidence-based practices in the delivery of patient-centered care; there is a dedication to the professional growth of nurses.
Magnet organizations achieve their status based on standards referred to as the forces of magnetism (Porter-OGrady & Malloch, 2013). Of the five forces, transformational leadership is the first force outlined in the magnet model. This force exemplifies the leadership style of the leaders within the organization as well as the empowerment demonstrated by staff nurses. The transformational nurse leader is placed at the forefront of the Magnet cultural change to enthusiastically support nurses to embrace transforming their practice climate into a collaborative and autonomous work environment.
In order to achieve the transformational force of Magnetism, the nurse leader must exude an open and investigational mind to allow staff nurses to become energized risk takers in order to transform leadership at all levels within the organization. This transformation creates a culture where horizontal and vertical communication occurs at every level and between levels of the organization. The nurse leader ascertains that nurses transform their nursing practice into purpose by evaluating ways to make every day more beneficial to the patient as well as providing nursing care that is patient centered. The nurse leaders style is demonstrated by the capacity to maximize the value and excellence of every nurse and the management team.
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