Change Implementation and Management Plan.

 

Change Implementation and Management Plan

An executive summary of the issues that are currently affecting your organization/workplace

The issue of interest affecting the workplace is the lack of civility among personnel. To be more precise, the work environment is unhealthy as evidenced by high rate of attrition and inability to attract new talent. Workers remaining with the organization indicate that they do so because of the location convenience. In addition, they report that the organization’s leadership undervalues workers as assets with disrespect and negative criticism rife. Nurses specifically note that despite expending tremendous effort in their work to ensure that quality care is delivered, they remain unrewarded for their efforts. Besides that, there are bullying cases that target new nurse hires. In this respect, the lack of civility in the workplace is an ongoing concern addressed if the organization seeks to present a healthy work environment that helps with retaining personnel and attracting new talent.Change Implementation and Management Plan.

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A description of the proposed change

The issue of concern is incivility in the workplace to include undervalued personnel subjected to bullying, disrespect and negative criticism. Personnel who do not want to complain to the leaders because of the organization culture are to blame. They fear victimization for reporting uncivil behavior. In fact, leaders are the source of the incivility, but they lack the awareness to see it as such. Three proposed changes address the issue. The first change is subjecting leaders to civility training that would equip them with the tools to respond to incivility and be aware that they need to set examples of acceptable behavior. It includes learning how to resolve conflicts and speaking up against incivility. The second change is to educate personnel on how to behave civilly in the workplace. The third change is to present a new code of conduct that stresses the need for civil behavior in the workplace while punishing uncivil behavior (Marshall & Broome, 2017).Change Implementation and Management Plan.

Justifications for the change, including why addressing it will have a positive impact on your organization/workplace

Incivility in the workplace creates an unfavorable environment that results in high personnel turnover, difficulty attracting new talent, and poor personnel performance. Disrespectful behavior presents a negative environment that results in unhealthy interactions and less information sharing, feed-backing seeking and mutual help so that personnel are not motivated to invest in the organization. It causes them to expend the minimal acceptable effort in the workplace so that poor performance occurs. In addition, it reduces morale so that personnel take the earliest opportunity to seek alternative employment with better work environment. Also, potential new talents are disinclined to work for the organization after hearing about the unfavorable work environment (Marshall & Broome, 2017).Change Implementation and Management Plan.

Details about the type and scope of the proposed change

As earlier indicated, the proposed change occurs in three approaches. The first two approaches targets leaders and personnel for training on how to behave civilly in the workplace. The assumption is that personnel do not act uncivilly with the intention of creating an unfavorable work environment. Rather, uncivil behavior has become the workplace culture with new personnel picking up uncivil behavior in the workplace as they interact with personnel who have worked in the organization for longer. The third approach involves changing the workplace culture by presenting a new code of conduct that details acceptable behavior and incivility (Vance & Paik, 2015).Change Implementation and Management Plan.

Identification of the stakeholders impacted by the change

The proposed change affects two groups. Firstly, leaders learn new personnel management skills, and exhibit them as civil behavior. Secondly, incivility affects personnel as either perpetrators or victims. The change improves the workplace environment so that they are motivated to work for the organization and expend their efforts (Kotter, 2007).

Identification of a change management team (by title/role)

The change management team is comprised of four members. The first member is the change manager who acts as a communicator, resistance manager, liaison, coach and advocate. As a communicator, the manager directs reports for the change. As a resistance manager, the individual identifies and manages resistance. As a liaison, the manager engages with and supports other team members. As a coach, the manager directs personnel through the change process. As an advocate, the manager demonstrates support for the change. The second member is the trainer who prepares the training material on civil workplace behavior, and guides the managers and personnel through the training. The third member is a human resource representative who prepares the new code of conduct with details on acceptable behavior and how to handle incivility. The final member is a management representative who acts as the change sponsor by signing off on the different aspects of the change to include budget, training content, and new code (Bojeun, 2014; Marshall & Broome, 2017).Change Implementation and Management Plan.

A plan for communicating the change you propose

Change project communications occur through three approaches. Firstly, meeting summaries presented to the change management team. Secondly, formal presentations presented to the organization’s management. Thirdly, communications with personnel occur through posters (Marshall & Broome, 2017).

A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose

The change project uses three risk mitigation approaches dependent on the risk faced. The first approach is avoidance for risks with high probability of occurrence and high impact in terms of damage and financial loss. Avoidance involves eliminating the activity that presents the risk. The second approach is transference for risks that have low probability of occurrence and high impact. Transference involves sharing the risk with others such as insurance agencies. The third approach is acceptance and monitoring, applied against risks that would cost a lot to monitor when compared to tolerance costs so that the best option is to monitor them (Bojeun, 2014).Change Implementation and Management Plan.

 

Change Implementation and Management Plan

An executive summary of the issues that are currently affecting your organization/workplace

The issue of interest that is affecting the workplace is the lack of civility among personnel. To be more precise, the work environment is unhealthy as evidenced by the high rate of attrition and the inability to attract new talent. Workers remaining with the organization indicate that they do so because of the location convenience. In addition, they report that the organization’s leadership undervalues workers as assets with disrespect and negative criticism being rife. Nurses specifically note that despite expending tremendous effort in their work to ensure that quality care is delivered, they remain unrewarded for their efforts. Besides that, there are bullying cases that target new nurse hires. In this respect, the lack of civility in the workplace is an ongoing concern that must be addressed if the organization seeks to present a healthy work environment that helps with retaining personnel and attracting new talent.Change Implementation and Management Plan.

A description of the change being proposed

The issue of concern is identified as incivility in the workplace to include personnel being undervalued, bullying, disrespect, and negative criticism. The issue is blamed on personnel who do not want to complain to the leaders because this has developed into a culture in the organization so that it is considered the norm. They fear that since the leaders are some of the perpetrators, then they are likely to be victimized for reporting uncivil behavior. In fact, leaders are the source of incivility, but they lack the awareness to see it as such. To address the issue of concern, three changes are proposed. The first change is subjecting leaders to civility training that would equip them with the tools to respond to incivility and be aware that they need to set examples of acceptable behavior. This includes learning how to resolve conflicts and speaking up against incivility. The second change is to educate personnel on how to behave civilly in the workplace. The third change is to present a new code of conduct that stresses the need for civil behavior in the workplace while punishing uncivil behavior (Marshall & Broome, 2017).Change Implementation and Management Plan.

Justifications for the change, including why addressing it will have a positive impact on your organization/workplace

Incivility in the workplace creates an unfavorable environment that results in high personnel turnover, difficulty attracting new talent, and poor personnel performance. Disrespectful behavior presents a negative environment that results in unhealthy interactions and less information sharing, feed-backing seeking, and mutual help so that personnel is not motivated to invest in the organization. This causes them to expend the minimal acceptable effort in the workplace so that poor performance is reported. In addition, it reduces morale so that personnel takes the earliest opportunity to seek alternative employment with a better work environment. Also, potential new talent hears about the unfavorable work environment and become disinclined to consider working in the organization (Marshall & Broome, 2017).Change Implementation and Management Plan.

Details about the type and scope of the proposed change

As earlier indicated, the proposed change will occur in three approaches. The first two approaches will target leaders and personnel for training on how to behave civilly in the workplace. The assumption is that personnel do not act uncivilly with the intention of creating an unfavorable work environment. Rather, uncivil behavior has become the workplace culture with new personnel picking up uncivil behavior in the workplace as they interact with personnel who have worked in the organization for longer. The third approach involves changing the workplace culture by presenting a new code of conduct that details acceptable behavior and how to handle incivility (Vance & Paik, 2015).Change Implementation and Management Plan.

Identification of the stakeholders impacted by the change

Two groups of stakeholders will be impacted by the proposed changes. The first group is leaders who are expected to learn new personnel management skills with a view to exhibiting civil behavior. The second group is personnel who are typically victims of incivility. The change will improve the workplace environment so that they are motivated to work for the organization and expend their efforts (Kotter, 2007).

Identification of a change management team (by title/role)

The change management team is comprised of four members. The first member is the change manager who will act as a communicator, resistance manager, liaison, coach, and advocate. As a communicator, the manager will direct reports for the change. As a resistance manager, the individual will identify and manage resistance. As a liaison, the manager will engage with and support other team members. As a coach, the manager will direct personnel through the change process. As an advocate, the manager will demonstrate support for the change. The second member is the trainer who will prepare the training material on civil workplace behavior, and guide the managers and personnel through the training. The third member is a human resource representative who will prepare the new code of conduct with details on acceptable behavior and how to handle incivility. The final member is a management representative who will act as the change sponsor by signing off on the different aspects of the change to include budget, training content, and new code (Bojeun, 2014; Marshall & Broome, 2017).Change Implementation and Management Plan.

A plan for communicating the change you propose

Aspects of the change project will be communicated through three approaches. Firstly, meeting summaries will be presented to the change management team. Secondly, formal presentations will be presented to the organization’s management. Thirdly, posters will be used to communicate with the personnel (Marshall & Broome, 2017).

A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose

Three risk mitigation approaches will be applied in the change project depending on the risk faced. The first approach is avoidance for risks with a high probability of occurrence and high impact in terms of damage and financial loss. Avoidance will involve eliminating the activity that presents the risk. The second approach is transference for risks that have a low probability of occurrence and high impact. Transference will involve sharing the risk with others such as insurance agencies. The third approach is acceptance and monitoring. This will be applied against risks that would cost a lot to monitor when compared to tolerance costs so that the best option is to monitor them (Bojeun, 2014).Change Implementation and Management Plan.

 

Change implementation and management plan

• An executive summary of the issues that are currently affecting your organization/workplace

The issue of interest that is affecting the workplace is the lack of civility among personnel. To be more precise, the work environment is unhealthy as evidenced by high rate of attrition and inability to attract new talent. Personnel who remain with the organization indicate that they do so because of the location convenience. In addition, they report that the organization’s leadership undervalue personnel as assets with disrespect and negative criticism being rife. Nurses specifically note that despite expending tremendous effort in their work to ensure that quality care is delivered, they are not rewarded for their efforts. Besides that, there have been cases of bullying with new nurse hires being targeted. In this respect, the lack of civility in the workplace is an ongoing concern that must be addressed if the organization seeks present a healthy work environment that helps with retaining personnel and attracting new talent.Change Implementation and Management Plan.

• A description of the change being proposed

The issue of concern has been identified as incivility in the workplace to include personnel being undervalued, bullying, disrespect and negative criticism. The issue has been blamed on personnel who do not want to complain to the leaders because this has developed into a culture in the organization so that it is considered the norm. They fear that since the leaders are some of the perpetrators, then they are likely to be victimized for reporting uncivil behavior. In fact, leaders are the source of the incivility, but they lack the awareness to see it as such. To address the issue of concern, three changes have been proposed. The first change is subjecting leaders to civility training that would equip them with the tools to respond to incivility and be aware that they need to set examples of acceptable behavior. This includes learning how to resolve conflicts and speaking up against incivility. The second change is to educate personnel on how to behave civilly in the workplace. The third change is to present a new code of conduct that stresses the need for civil behavior in the workplace while punishing uncivil behavior (Marshall & Broome, 2017).Change Implementation and Management Plan.

• Justifications for the change, including why addressing it will have a positive impact on your organization/workplace

Incivility in the workplace creates an unfavorable environment that results in personnel turnover, difficulty attracting new talent, and poor personnel performance. Disrespectful behavior results in a negative environment that results in unhealthy interactions and less information sharing, feed-backing seeking and mutual help so that personnel are not motivated to invest in the organization. This causes them to expend the minimal acceptable effort in the workplace so that poor performance is reported. In addition, it reduces morale so that personnel take the earliest opportunity to seek alternative employment with better work environment. Also, potential new talent get to hear about the unfavorable work environment and become disinclined to consider working in the organization (Marshall & Broome, 2017).Change Implementation and Management Plan.

• Details about the type and scope of the proposed change

As earlier indicated, the proposed change will occur in three approaches. The first two approaches will target leaders and personnel for training on how to behave civilly in the workplace. The assumption is that personnel do not act uncivilly with the intention of creating an unfavorable work environment. Rather, uncivil behavior has become the workplace culture with new personnel picking up uncivil behavior in the workplace as they interact with personnel who have worked in the organization for longer. The third approach involves changing the workplace culture by presenting a new code of conduct that details acceptable behavior and how to handle incivility (Vance & Paik, 2015).Change Implementation and Management Plan.

• Identification of the stakeholders impacted by the change

Two groups of stakeholders will be impacted by the proposed changes. The first group is leaders who are expected to learn new personnel management skills with a view to exhibiting civil behavior. The second group is personnel who are typically victims of incivility. The change will improve the workplace environment so that they are motivated to work for the organization and expend their efforts (Kotter, 2007).

• Identification of a change management team (by title/role)

The change management team is comprised of four members. The first member is the change manager who will act as a communicator, resistance manager, liaison, coach and advocate. As a communicator, the manager will direct reports for the change. As a resistance manager, the individual will identify and manage resistance. As a liaison, the manager will engage with and support other team members. As a coach, the manager will direct personnel through the change process. As an advocate, the manager will demonstrate support for the change. The second member is the trainer who will prepare the training material on civil workplace behavior, and guide the managers and personnel through the training. The third member is a human resource representative who will prepare the new code of conduct with details on acceptable behavior and how to handle incivility. The final member is a management representative who will act as the change sponsor by signing off on the different aspects of the change to include budget, training content, and new code (Bojeun, 2014; Marshall & Broome, 2017).Change Implementation and Management Plan.

• A plan for communicating the change you propose

Aspects of the change project will be communicated through three approaches. Firstly, meeting summaries will be presented to the change management team. Secondly, formal presentations will be presented to the organization’s management. Thirdly, posters will be used to communicate with the personnel (Marshall & Broome, 2017).

• A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose

Three risk mitigation approaches will be applied in the change project depending on the risk faced. The first approach is avoidance for risks with high probability of occurrence and high impact in terms of damage and financial loss. Avoidance will involve eliminating the activity that presents the risk. The second approach is transference for risks that have low probability of occurrence and high impact. Transference will involved sharing the risk with others such as insurance agencies. The third approach is acceptance and monitoring. This will be applied against risks that would cost a lot to monitor when compared to tolerance costs so that the best option is to monitor them (Bojeun, 2014).Change Implementation and Management Plan.

 

Week 7: Discussion: Initial main post

Workplace civility promotes a culture of inclusiveness, mutual respect, and a healthy work environment. According to Clark (2015), all staff in an organization need to establish and uphold a well-mannered, healthy work environment through effective communication with each other in a respectful way. My Work Environment Assessment score was 53/100, indicating an unhealthy work environment. This result is not surprising based on the high rate of attrition and the inability of the organization to attract new talents. Those of us that are still sticking around can adduce that to the convenience of the location. My workplace is not civil, based on the results of the Work Environment Assessment. The actions of the leadership team in terms of decision making and communication show that they don't value employees as assets to the organization. Disrespectful and negative criticism is rife across the organization. Nurses hardly get rewarded for going beyond the call of duty to ensure quality delivery of healthcare.Change Implementation and Management Plan.

One issue I have seen reoccurring throughout the two years I have been working in this organization is that of bullying. There was a specific situation of a documentation error by a new nurse in an overloaded shift with two nurses instead of the usual optimal five nurses to maintain a health nurse-patient ratio. The new nurse was inexperienced and probably stressed out as a result of the workload that night. We all expected the manager to correct her politely and use the event as a training opportunity for this nurse that had barely spent one week on the job. Instead, the manager spoke to her in the most demeaning manner in front of everyone. He threatened to fire her and make her life miserable. This type of bullying behavior frequently occurs in the organization, and the leadership team has done little to curb the practice. Change Implementation and Management Plan.The impact of staff bullying, stressful work environment, and poor management in my workplace is excessive staff turnover. According to Esfahani and Shahbazi (2014), many healthcare workers, including nurses of all ages, have experienced bullying with negative impacts on their job performance and career. Bullying as a component of incivility represents abusive behavior that the individual gets humiliated, intimidated, harassed, backstabbed, used as a scapegoat, and falsely accused. Bullying among healthcare workers leads to an increase in sickness and absenteeism, and inhibits teamwork, obstructs communication, disrupts behavior, and increases medical errors by affecting the quality of healthcare organization (Al Omar, Salam, Al-Surimi, 2019). Change Implementation and Management Plan.

In the bullying example stated earlier, the nurse in question reported the issue to management. The response from management, after two weeks, was to redeploy her to a different unit, leaving the manager to continue to bully other nurses non-stop. I have seen this happened with the same manager and other managers numerous times in the past two years. Leaders can address incivility in the workplace using evidence-based strategies such as team civility discussions at the highest level of the organization by emphasizing on the importance of formal leadership with a shared organization vision, values, and norms. Moreover, the individualized values and standards in the workplace should reinforce the importance of effective communication and teamwork between staff or departments. The organization and management leaders should educate all staff to be aware and reflect on their incivility behaviors, such as making rude remarks, gossiping, complaining, yelling, and admonishing another staff, which will create an unhealthy work environment. They should also express the importance of being supportive, respectful, and kind to one another to address the issue of incivility and to promote a healthy work environment (Clark, 2015).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.

Change Implementation and Management Plan.

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

Change Implementation and Management Plan

Create a narrated presentation that presents a comprehensive plan to implement the change you propose.

 

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

Change Implementation and Management Plan.

FIVE RESOURCES

******Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer.

• Chapter 8, “Practice Model Design, Implementation, and Evaluation” (pp. 195–246)

******Cullen, L., & Adams, S. L. (2012). Planning for implementation of evidence-based practice. Journal of Nursing Administration, 42(4), 222–230. Retrieved from https://medcom.uiowa.edu/annsblog/wp-content/uploads/2012/10/JONA-FINAL-Cullen-2012.pdf

******Kotter, J. (2007, January). Leading change: Why transformation efforts fail. Best of HBR. Harvard Business Review, 1–10. Retrieved from https://hbr.org/1995/05/leading-change-why-transformation-efforts-fail-2 (Original work published 1995)

******Tistad, M., Palmcrantz, S., Wallin, L., Ehrenberg, A., Olsson, C. B., Tomson, G., …Eldh, A. C. (2016). Developing leadership in managers to facilitate the implementation of national guideline recommendations: A process evaluation of feasibility and usefulness. International Journal of Health Policy and Management, 5(8), 477–486. doi:10.15171/ijhpm.2016.35. Retrieved from http://www.ijhpm.com/article_3183_5015382bcf9183a74ef7e79b0a941f65.pdf

 

Required Media

******TEDx. (2013, January). Six keys to leading positive change: Rosabeth Moss Kanter at TEDxBeaconStreet [Video file]. Retrieved from https://www.youtube.com/watch?v=owU5aTNPJbs

 

Change Implementation and Management Plan.