Organizational Change Plan

Organizational Change Plan Part II

Every organization will experience a change over time (Pexton, 2009). Change is hard, and there may be pockets of resistance throughout the organization. While you may clearly see the need to change, others may be quite satisfied with the way things are now. Some may feel the proposed initiative encroaches on their territory and threatens to upset the way they have always done things. Others may be skeptical because they have lived through past initiatives that were eventually abandoned when they didn't yield the expected gains. You'll need to take the time to demonstrate why this particular effort is different, and one way to do this is to focus on delivering a few quick measurable wins. Some change is met with resistance. Resistance to change usually happens when people of an organization are not involved with the change. Most people naturally fear the unknown or uncertainty change brings. There is a fear of personal loss, or a fear of how they will be affected by the change. Resistance also comes from a lack of understanding the purpose for the change, and not understanding can lead to mistrust in management (Sutevski, 2012). There are steps an organization can take to reduce resistance to change. Communicating information in regards to the change in simple easy-to-understand terms to all employees would reduce the fear factor. Involving all key employees the change will affect, whether or not the employees are on the management team, or a subordinate level. Support the change by having resources available to help with the change. A change is to be implemented to help decrease the number of seclusions and restraints. Methods will be described on the implementation of the change. The processes, systems, and professional roles will be examined along with the communication techniques.

Education will need to be conducted by experts in the field. The times to plan, arrange, and meet for the education will increase costs to the budget. The staff will need to be pulled from their assigned schedule to participate in these classes. The classes will be 8 hour classes for one week. The classes will be led by experts in deescalating patients and medications to be used. A class will also be given for further teaching in schizophrenia, borderline -personality, bipolar disorder, and major depression. Internal sources available for the change are educational modules within the hospital which focus on restraints and seclusions. The hospital's policies and procedures focusing on these areas can be reviewed for thorough understanding of patients. Another available source is experienced staff that can train less experienced staff. Preceptors can be identified to help guide other staff members on de-escalating patients without using restraints or placing in seclusion.

External sources available for the change are the hiring of consultants experienced in this area. The consultant can provide training classes and educational tools. Another external source is seminars that provide information on how to decrease the use of restraints and seclusions.

Audits will be conducted to measure the number of seclusion and restraints in a three month period. The audit