IntroductionChange in whatever environment is very important because it is one of the inevitable factors. The hospital environment is one of the places where change is very important due to the scientific revolution and innovations that are occurring on daily basis (Julie, 2009). Technology is changing, new strains of diseases are also emerging every day and so there is a need for change (Marquis and Huston, 2008). The nursing department is one of the areas that need creativity in developing the changes as well as implementing these changes in the hospital environment due to the sensitivity (Mintzberg, 1979).
The changes are definitely not always gladly welcomed but they are very important hence the need for good leadership, dynamism, participation and involvement of all the members of the nursing department in every hospital. Leading and managing of change for the hospital’s Gastroenteritis changed Policy 1200Change is because of some driving forces, which actually call for the change. In this particular hospital, the changes are due to the inefficiency and ineffectiveness of the existing policy a factor that calls for a new change (Marquis and Huston, 2008).
This is with reference to the evidence-based king of practice as well as the experiences of the nurses in the hospital in paediatrics. As a result, there is some restrain that is expected on the side of the participants and them that will be involved especially in the execution of the changes (Schein, 1995). With all the driving and restraining forces, there is a need for equilibrium to be struck or attained so that the change can be fruitful. The changes in the nursing department therefore needed to go through a theory of change by Lewis Kurt namely the unfreezing phase, the changing phase and finally the refreezing phase.
The unfreezing phase refers to the stage in which the organization or the hospital had to get all the methods, means and ways to ensure the nurses get rid of their old ways in the policy which led to inefficiency and ineffectiveness (Schein, 1995). The nurses at this point must be trained on the requirement as well as the benefits of the new policy to them, the patients and the hospital.
In addition, there is a need for the leaders to lead by example through embracing the changes. Rules and regulation needs to be set showing the penalty and reward for not following rules and following rules (Huber, 2006). The hospital had some cultures, which were very familiar and actually were habitual for the nurses and so there is a need for the nurses to be helped out of the old culture. This is the stage whereby the leaders should be seen practicing the new methods that are required to be used as far as the policy is concerned.
The leaders at this point are also very persuasive to the other nurses by trying to show them the advantages of the policy and need them to embrace the new practices. The hospital should be very vibrant in holding seminars and workshops for the nurses all in the effort of trying to get rid of their old ways in the policy, which led to inefficiency and ineffectiveness. Communication at this particular point is very important in that what is being communicated especially to the subordinate staff is very important as far getting them to influence positively to embrace the policy.
At this point, the hospital can introduce reward system for the employees (Julie, 2009). This is because there is a very big relationship between the performance of the organization and its reward system. This will motivate as many as possible to embrace the change. Motivation has been defined as the combination of one’s desires as well as energy, which are all directed in achieving a certain goal.
In other words, it is what causes a certain action to be taken. In order to influence people’s motivation then it means to get them to do what you actually want them to do. It should be noted that not all people are motivated by the same things to perform. This is whereby the issue of intrinsic and extrinsic motivation comes in