Planned vs. Accidental Change in Nursing

Change implementation guidelines emphasizing gradual, planned, and justified change processes, involving all affected individuals.

Change should only be implemented for a valid, justifiable reason.

Change should be implemented gradually, not rushed.

Change should be meticulously planned, not haphazard.

All individuals potentially impacted by the change must actively participate in the plan.

A theory suggesting that relationships within a system are interconnected and nonlinear, making future behavior unpredictable.

A theory that focuses on identifying underlying order in seemingly random data, emphasizing the interconnectedness of elements and the impact of small changes.

The progression of organizations through developmental stages, characterized by established norms, predictability, and adherence to rules.

A deliberate effort to create specific changes, often involving a leader's skill and knowledge.

Change that happens unintentionally and unpredictably.

A person skilled in leading and implementing planned change within organizations.

A change agent needs strong communication, vision, flexibility, risk-taking, and sensitivity. They should also be creative, anticipate and act to preserve the organization, and keep up with new practices, like the latest nursing styles in care.

The initial stage of change where a group is convinced a need for change exists.

Gathering data, diagnosing the problem, and deciding if change is needed — a focused, problem-solving approach.

The actual change stage; planning, implementing strategies to overcome resistance to change.

Develop a plan, set goals & objectives, include all affected parties, set target dates, develop and implement strategies — a comprehensive and inclusive process.

Making the change permanent and integrated into the company's workflow.

Support those affected by the change until it's consistently integrated and stable. Ensuring the change is deeply embedded within the organization.

As organizations age, their structures become more complex to improve control and coordination.

Change should not be viewed as a threat to staff.

A change agent must accurately evaluate the situation before acting.

A balance between stability and change must be maintained when involving staff and stakeholders.

People affected by a change should participate in planning and execution when possible.

When information and decision-making are divided, subordinates feel valued and engaged.

Leaders must model desired change and empower staff to adapt in their work.

Informal communication channels (break rooms, social media) facilitate relationships and information sharing.

A visual representation of roles and responsibilities in an organization.

The number of people reporting to a manager.

Reducing hierarchical levels by increasing spans of control.

Each employee reports to one manager.

The formal line of authority within an organization.

A centralized organization has power concentrated at the top while a decentralized one gives lower level employees considerable autonomy.

A formal structure that hinders upward communication.

A structure where communication follows the formal chain of command efficiently.

Decision-making power is spread throughout the organization, with problems solved at the lowest appropriate managerial level.

A few top managers make most decisions; emphasis is on top-down approach.

The values, behaviors, and traditions that shape the work environment's social and psychological aspects.

Employees' perceptions of the organization (accurate or not).

Criteria for high-quality nursing environments, emphasizing decentralized leadership, professional practice, good staffing, and quality outcomes.

The way a hospital or organization arranges its departments, teams, and positions of authority.

The approach a manager employs to supervise and guide their staff.

Rules and procedures governing employment, compensation, and staff development.

Established standards for delivering patient care, focusing on best practices.

The degree to which care meets established standards to promote patients' well-being.

Structured processes for continually enhancing the quality of healthcare services.

Access to expert advice, support, and materials to enhance care.

The freedom to make decisions related to one's practice.

The relationship between the local community and the medical facility.

Nurses' role in instructing and guiding patients and colleagues.

The public perception of nurses and their profession.

Collaboration between nurses and other health professionals.

Opportunities for nurses to advance their knowledge, skills, and career.

The authority and ability to influence or accomplish things.

Power gained through relationships and identification with a leader.

Power based on the ability to grant favors or rewards.

Power derived from a formal position or title.

Power based on fear of punishment or consequences.

Power derived from knowledge, skills, and experience.

Power based on personal qualities, likeability, and influence.

Power derived from access and control of information.

Giving individuals authority, responsibility, and freedom to achieve goals.