NR504 Week 6: Collaboration Cafe
NR504 Week 6: Collaboration. Describe a potential case scenario involving a MSN-prepared nurse in your selected area of practice. Within the scenario, identify a specific problem which needs to be addressed. Examples might include a new curriculum, change in the EHR, decreasing patient satisfaction rates, safety risks, or another situation which impacts your future MSN role.NR504 Week 6: Collaboration
Discuss how Kotter’s Change Model would be applied in your recommended change initiative and its intended potential impact.
Identify one specific leadership strategy to facilitate change, and describe how it is congruent with Kotter’s Change Model and may affect your future role.
NR504 Week 6: Collaboration Answer
Analysis of Patient Readmission Rates: Application of Kotter’s Change Model
Over the last six months, a concerning surge in patient readmissions, particularly related to diabetes outcomes, has emerged. This surge not only encompasses increased readmission rates but extends its repercussions to heightened length of stay (LOS), increased morbidity and mortality rates, elevated care costs, and a noticeable decline in patient satisfaction rates. This issue holds profound implications for my prospective MSN practice, directly impacting nurse-sensitive patient care outcomes and the overall quality of care provided.NR504 Week 6: Collaboration
To address these challenges, nursing interventions become imperative. One such intervention, supported by Tang (2019), involves patient education at discharge to enhance their self-care post-discharge. The implementation of this intervention can be facilitated through Kotter’s Change Model, following its structured steps:NR504 Week 6: Collaboration
- Creating a Sense of Urgency: Convening a meeting to unveil the escalating rates of patient readmissions due to diabetes-related outcomes. Presenting data that highlights the adverse effects on patient outcomes, cost of care, and satisfaction rates will create a compelling case for urgent action.
- Building a Guiding Coalition: Forming a dedicated team comprising unit nurses from the diabetes care unit and discharge unit, along with key stakeholders such as physicians and patient educators. This coalition will spearhead the efforts to address the issue collectively.
- Formulating a Strategic Vision and Initiatives: Crafting a vision that emphasizes the importance of patient education at discharge to mitigate complications and reduce readmission rates. Developing initiatives, such as specialized training programs for nursing staff and the creation of educational materials for patients, will support the strategic vision.
- Enlisting Volunteer Support: Mobilizing a group of enthusiastic volunteers, including patient advocates and community members, to amplify the message of the importance of post-discharge self-care through education.
- Empowering Broad-Based Action: Disseminating information and resources widely to all relevant stakeholders, fostering a culture of shared responsibility and commitment to reducing readmission rates through patient education.
- Generating Short-Term Wins: Celebrating early successes and positive outcomes resulting from the implementation of patient education initiatives, reinforcing the positive impact of the change.
- Consolidating Gains and Producing More Change: Strengthening and expanding the patient education initiatives, integrating feedback, and refining strategies to address evolving challenges.
- Anchoring New Approaches in the Culture: Embedding the emphasis on patient education in the organizational culture, ensuring its sustainability and continued impact over the long term.
- By applying Kotter’s Change Model, this intervention seeks to bring about a systematic and sustainable shift in practices, aiming to reduce diabetes-related complications and associated readmission rates, ultimately improving nurse-sensitive patient care outcomes and enhancing the overall quality of care.
Reference:
Tang, C. J. (2019). Change management using Kotter’s 8-step approach: A case study. The Health Care Manager, 38(1), 74–79. doi: 10.1097/HCM.0000000000000241
