Posted: May 1st, 2025

Developing a change project

Developing a Change Project

Expanding on your identified change project and the elements completed in the first three parts, devise an implementation plan that addresses the following points:

The change you wish to initiate

The rationale for the change, using supporting data

• The outcomes desired from the change
• The audience you need to convince
• The benefits to the institution
• Allocation of resources and potential budget requirements
• The group to lead the initiative —why these members
• The proposed timeline
• Measures of success

Organizational and System Leadership: Final Change Project
Description: The baccalaureate graduate will participate in quality initiatives, recognizing that these are
complex system issues, involving other members of the healthcare team.
Component: Essential II
Competency
Information and
Feedback
Gold
Mastery
Includes all
elements and
incorporates
feedback from
parts I, II, and III
Silver
Acceptable
Includes some of
the elements or
some of the
feedback from
parts I, II, and III
Bronze
Developing
Unacceptable
Lacks detail and/or Does not address
does not
section
incorporate
feedback from
parts I, II, and III
Rationale and Data Clearly explains the
rationale for the
change and
includes supporting
data
States the rationale States a reason for Does not address
for the change with the change but no section
little supporting
supporting data
data
Desired Outcomes Describes in detail
the expected
outcomes from the
change
Gives a general
Vaguely describes
description of what what the change
should be
will accomplish
accomplished by
the change
Does not address
section
Target Audience
Describes, in detail, Gives a general
who is selected as explanation of the
the target audience target audience
that needs
convincing
Vaguely describes Does not address
the target audience section
Benefits
Describes, in detail,
the benefits of the
change to the
institution
Describes some of Vaguely describes Does not address
the benefits of the the benefits of the section
change to the
change
institution
Resources and
Budget
Describes in detail
the resources
needed and the
potential budget
requirements
needed for the
change
Identifies some of
the resources
needed for the
change may not
consider the
potential budget
requirements
Does not identify
the resources or
does not consider
the potential
budget
requirements
Does not address
section
Leaders
Identifies the group
that will lead the
initiative, who the
group members are
and why they were
chosen
Identifies the group Vaguely identifies
that will lead the
the group that will
initiative but does lead the initiative
not identify who
the group members
Does not address
section
are or why they
were chosen
Timeline
Proposes a detailed
timeline for
initiating the
change with
rationales
Proposes a timeline No timeline
for initiating the
identified or lacks
change, weak
rationale
rationale
Measures of
Success
Identifies specific
measures of
success used to
evaluate the
outcome of the
change
Identifies some
measures of
success used to
evaluate the
outcome of the
change
Does not address
section
Identified measures Does not address
of success do not
section
evaluate the
outcome of the
change
Increase in Falls
Namel luis Pelaez
Professor
Course SIM422
Date 9/28/20
l
Falls on the Medical-Surgical Unit
•
•
•
•
Falls are dangerous to the patients
They are also costly to the Hospital and challenging to manage
Nurses often feel responsible for the patient falls
A committee of six nurses came up with the proposed solutions contained in
this presentation
Why Falls are a Problem to the Hospital
•
•
•
•
They are dangerous and costly
They cause health complications
They can cause death
Some insurance companies do not cover them
Stakeholders
Internal Stakeholders
• Nurses
• Hospital management
• Physicians
External Stakeholders
• Patients
• Government
• Healthcare advocates
Impact of Stakeholders
•
•
•
•
The project will reduce Hospital-acquired complications
Nurses and physicians can teach their peers how to use bed alarms
Nurses and physicians can also educate patients on falls prevention measures
The hospital management should fund the purchase of more bed alarms to
be used by nurses
• The government and healthcare advocates should encourage hospitals to
implement family education programs
References
• Cuttler, S. J., Barr-Walker, J., & Cuttler, L. (2017). Reducing medical-surgical
inpatient falls and injuries with videos, icons, and alarms. BMJ open
quality, 6(2), e000119.
• Bowden, V., Bradas, C., & McNett, M. (2019). Impact of the level of nurse
experience on falls in medical-surgical units. Journal of nursing
management, 27(4), 833-839.
Change Project Part II
Name luis PeLaez
Professor
Date
Smart Goals
• Numerous leaders and managers set out plans to
cause change without stating clearly how they will go
about it.
• Smart goals refer to accomplishments that effective
leaders focus on to achieve a major goal or cause
change.
• Smart goals are precise, definite and specific.
The Six Smart Goals
• Specific
✓ As a leader, the goals stated must be clearly identified or
defined.
✓ In order to cause a change, a leader must be specific in
his values and intentions.
✓ A manager with a goal to be a better leader may do it
through issuing more feedback. Such a goal states
intention to be a good leader and steps to take to be one
(issuing more feedback).
Cont.…
• Measurable
✓ Measurable goals enable a leaders to focus on
milestones and quantify success.
✓ Using the previous example of issuing more
feedback, a leader may see sense of quantifying what
is meant by “more” by suggesting five pieces
feedbacks.
Cont.….
• Achievable
✓ Leadership improvement and development in skills
requires a leader to be realistic with resources and time
frame. If a leader sets a goal that is unattainable, it is
possible to be discouraged and encounter trouble while
making progress.
✓ From the previous example, from issuing five pieces of
feedback on daily basis, a target of seven pieces may
make sense and not one hundred.
Cont.….
• Relevant
✓ A leader must suggest goals that agree with needs
and values of the organization he represents.
• Time-Bound
✓ A goal must have time within which it must be
pursued or achieved.
References
• Bjerke, M. B., & Renger, R. (2017). Being
smart about writing SMART objectives.
Evaluation and program planning, 61, 125127.
• Chan, M. Y., Swann, C., & Donnelly, J.
(2018). Are SMART goals really smart? The
psychological effects of goal-setting in a
learning task.
Running Head: PART III
1
Developing Change Project Part III
Name Luis G Pelaez
r
PART III
2
Theories of Change Management
Change management has never been an easy field to learn or work in as it usually
clouded by numerous uncertainties. Change in an organization can be defined as the initiatives
an organization undertakes so that it can be in a position to address pertinent issues, increase
performance or even expand opportunities. The process of change in the organization has its
drivers. The success or failure of a change process is hugely influenced by employees who
happen to be the main driving factor as far as the change process is concerned. Change
management process, on the other hand, refers to the body of study that guides on preparing,
equipping and supporting employees in their quest of adopting change to improve success and
outcome of the organization. In this discussion, we utilize Kotter’s Eight-Step Model theory of
change management to further the shared line of reasoning.
Kotter’s Eight-Step Model theory of change management
John Kotter came up with a model that involves the eight-step process of going about
change management. The theory looked into what individuals did to cause transformation in their
organizations. The 8-step model looks into the core problems that employees encounter when
going about a change process. Kotter in his wisdom concluded that the core issue is behaviour
change on the part of people and that real change takes place when the manager is able to speak
to the feelings of employees and have them think in the same way (Hassan, 2018).
The relevance of the Theory to the Change Project (Falls in the Medical-Surgical
Unit)
Patient falls in surgical units is a challenge that has been on the rise. Other than being a
potential cause of death, the falls in many cases lack insurance cover, lead to even more health
PART III
3
complications hence resulting in losses for both the patients and the healthcare organizations. In
the project, we see that there was a committee made up of nurses who proposed various solutions
on how this menace can be brought to control (Spear, 2016). Besides, the recommendations
issued by the committee can find acceleration in the Kotter’s eight Step model theory of change
management. The theory provides a foundation that establishes and drives up the immediacy that
surrounds a need for change.
In addition, the theory provides a mechanism of building a team dedicated to bring about
change, come with goals and vision while also communicates the change needs, empower
employees or anyone that participates in the change process and maintain tenacity. It is obvious
that if an intervention is not initiated, then the consequences of these falls as highlighted by the
committee of nurses will soon be experienced in the worst way ever. The Kotter’s eight Step
model theory of change management when compared to the other two theories of change
management, namely; Kurt Lewin’s Three Phase Model and McKinsey’s 7-S Model, is the most
relevant as it provides a road map various change agents can follow to realize a successful
change process (Hassan, 2018).
Principles of the Kotter’s eight Step model theory of change management
Principles are the building blocks of every theory. Kotter’s theory is anchored on
principles that make up the eight steps summarized into three key issues; creating a changefriendly climate, engage and enable the organization to freely participate and lastly implementing
and finding ways of sustaining change (Thornton, Usinger & Sanchez, 2019). These principles
can shape the change process that the nurses’ committee is mandated to lead the change process.
PART III
4
References
Hassan, A. T. (2018). Organizational Change Management: A Literature Review. Available at
SSRN 3135770.
Spear, M. (2016). How to facilitate change. Plastic Surgical Nursing, 36(2), 58-61.
Thornton, B., Usinger, J., & Sanchez, J. (2019). Leading Effective Building Level Change.
Education, 139(3), 131-138.