Reference textbook: Sullivan, E.J. (2012). Effective leadership and management in nursing. (8th Ed.). Upper Saddle River, NJ: Prentice-Hall. ISBN-10: 0132814544 | ISBN-13: 978-0132814546
Chapters: 5, 9, 11, 12
Change, Conflict Management,
Team Building, Communication
Module IV concentrates on the following course outcomes—
Sullivan: 5, 9, 11, 12
Change defines healthcare and organizations. Today’s organizations are driven by changes in technology, economics, demographics and the need to comply with government rules/regulations and consumer demands for quality affordable care. All of that and more in an environment struggling for financial viability. The professional nurse must understand the process of change, including driving forces of change, change theories and models, communication strategies to effect change and common barriers to change. One of the primary roles of the nurse manager is that of change agent. It is a responsibility of both managers and staff nurses within healthcare organizations to understand the costs and benefits of change. Resistance to change is evidenced in many ways, some common barriers include: fear of unknown, real or perceived stress, loss of status and power, increase in unmet needs. Lewin’s Change Model is a traditionally accepted change model. It incorporates steps for doe implementing planned change. Change is a systematic process and organizations use tools to monitor the process of change. The Havelock Model of Planned Change serves as an additional resource for systematically implementing change.
Conflict management, team building and the communication processes of the nursing team are integral in delivering quality patient outcomes. The nurse must understand the importance of cultural diversity in nursing management and how diversity affects care delivery. Finally, the concept of polarity management is introduced to assist nurses in being able to embrace ambiguity and balance mutually important but competing concepts.