NR 534 Week 6 Discussion; Change Model for Restructuring

evidence to correct the problem. When making changes, a leader must have skills high in thinking out of the box, drive and possess resolu琀椀on, and include appropriate people aligned to situa琀椀ons requiring change. It is essen琀椀al to choose the theore琀椀cal model that aligns with the needed change. Healthcare departments involve the lives of pa琀椀ents and families who need medical care. Therefore, any changes in the appropriate number of sta昀昀 who provide this care must include a series of steps, which con琀椀nue to deliver top-quality, safe- e昀昀ec琀椀ve care. Mohammadi et al., 2017; Samson-Fisher, 2004 de昀椀nes Rogers's theory of di昀昀usion and innova琀椀on change model helps iden琀椀fy medical behaviors embraced and permits focusing on apparent modernized characteris琀椀cs in ge琀��ng others to adapt. For this situa琀椀on, we are not changing behaviors or medical advancement. We are changing the amount personnel to maintain safe e昀昀ect top quality evidence-based care, which requires thought on how the organiza琀椀on can cut unnecessary employees' posi琀椀on without a昀昀ec琀椀ng the quality of care. The Plan Do Study Act PDSA model is de昀椀ned by Katowa-Mukwato et al., 202; Taylor et al., 2014 as a process in improving quality systems by repeatedly tes琀椀ng trial interven琀椀ons and not mee琀椀ng the needed change's which is not a quality improvement project. As the CNO, it is impera琀椀ve to have quali琀椀es in building rela琀椀onships, which form partnerships in implemen琀椀ng characteris琀椀cs that align with the organiza琀椀on's culture. The CNO also has responsibili琀椀es in being 昀椀scally responsible in genera琀椀ng revenue for the organiza琀椀on. Receiving informa琀椀on that the organiza琀椀on is losing revenue due to the leaderships department is paying out too much money. There is an excess of posi琀椀ons that may not be necessary and tasked with looking at ways to restructure its leadership and ancillary personnel. Hu et al., 2016b; Needleman et al., 2002, research shows that suitable sta昀케ng of pa琀椀ent care departments a琀琀ests to pa琀椀ent care quality and is responsible for considerable healthcare costs. Ko琀琀er's model works for this issue as it is 8 step process designed to guide leadership func琀椀on on examining where to focus on cu琀��ng unessen琀椀al roles in the organiza琀椀on and restructuring organiza琀椀ons' leadership responsibili琀椀es combining departments to top leadership. Elimina琀椀ng posi琀椀on in any organiza琀椀on is a complex issue and requires delicate methods of thinking when a昀昀ec琀椀ng a person’s career. Ko琀琀er’s 8 steps assist leaders to: “establish a sense of urgency, create a guiding coali琀椀on, develop vision and strategy, communicate the change vision, empower broad-based ac琀椀on, generate short-term wins, consolidate change, and produce more gains, and anchor new approaches in the culture” (Caul昀椀eld & Brenner, 2019, p. 514; Ko琀琀er, 2012, p.23). As the CNO, I would include my administra琀椀ve team, and human resources, in analyzing, posi琀椀ons which are unessen琀椀al, and areas that can be combined with a single execu琀椀ve director, providing directors and managers as a direct line of leadership to lower-level sta昀昀. References Caul昀椀eld, J. L., & Brenner, E. F. (2019). Resolving complex community problems: Applying collec琀椀ve leadership and Ko琀琀er's change model to wicked problems within social system networks. Nonpro昀椀t Management and Leadership, 30(3),