LDR 615 During a change initiative, what can organizations use to identify or verify truly objective and measurable success?

LDR 615 During a change initiative, what can organizations use to identify or verify truly objective and measurable success?

LDR 615 During a change initiative, what can organizations use to identify or verify truly objective and measurable success?

Organizational change is a critical process and accomplishment for any entity and should be treated seriously to attain the set objectives. Many organizations fail in implementing change due to several factors like limited resources and lack of effective implementation (Pulakos et al., 2019). Change drivers, especially in healthcare and nursing practice settings, include the need to enhance patient quality outcomes, improve efficiency in the organizational processes, increase overall profitability, expansion, and technological trends like use of telehealth to deliver care.

Organizations can use various metrics to identify or verify truly objective and measurable success. These include use of metrics on client satisfaction, reduction in adverse events and risks, and overall ability to offer efficient and effective care within a short period (Rakova et al., 2021). For instance, reducing the waiting time for patients demonstrates success during a change initiative aimed at improving quality of care offered to patients. The rise in the number of clients served by the organization, growth in revenue and increased expansion of services all demonstrate the positive effects of a change initiative by the organization. Increased deployment and leveraging technology also implies that change initiative is successful and confers benefits to the different stakeholders impacted by the activities of the organization in care provision.

Organizations use different approaches as indicated to evaluate their success levels. In our organization, different

LDR 615 During a change initiative, what can organizations use to identify or verify truly objective and measurable success
LDR 615 During a change initiative, what can organizations use to identify or verify truly objective and measurable success

metrics apply in measuring the level of success. These include a reduction in adverse events like infections, improved patient outcomes based on the patient survey results, and implementation of innovative approaches to care, particularly evidence-based practice (EBP) interventions to improve care delivery (Kerzner, 2022). The implication is that while these measures are critical in evaluating success in the organization, they are not the only ones.

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References

Kerzner, H. (2022). Project management metrics, KPIs, and dashboards: a guide to measuring

            and monitoring project performance. John Wiley & Sons.

Pulakos, E. D., Kantrowitz, T., & Schneider, B. (2019). What leads to organizational agility: It’s

not what you think. Consulting Psychology Journal: Practice and Research, 71(4), 305. https://doi.org/10.1037/cpb0000150

Rakova, B., Yang, J., Cramer, H., & Chowdhury, R. (2021). Where responsible AI meets reality:

Practitioner perspectives on enablers for shifting organizational practices. Proceedings of the ACM on Human-Computer Interaction, 5(CSCW1), 1-23. DOI:10.1145/3449081

In the context of my organization, the use of both quantitative and qualitative measures is required. Qualitative measurements are based on observable futures, which cannot be determined with numeric measurements; they are categorized into identifiable terms (Keathley, 2021). Quantitative measurement is descriptive by nature and is represented by a numeric value (Keathley, 2021). For example, quantitative measures would reflect the financial status, increase or decrease in giving, and donations, the fluctuance in the number of the attendance, the retention of stakeholders, and overall statistics, which would present an accurate condition of the organization Keathley, 2021). Qualitative measures would allow the organization to understand better the stakeholder’s acceptance of the changing process, participation, feedback, and understanding of how the process affects the organization (Renata, n.d). Observation, interviews, polls are methods that would allow organizations to collect data that would be analyzed to draw conclusions (Renata, n.d).

 

References:

Keathley, C. (2021). Qualitative and Quantitative Measurements. Study. https://study.com/learn/lesson/the-difference-between-qualitative-quantitative-measurement.html

Renata, R. (n.d). What are Qualitative Measurements? The Classroom. https://www.theclassroom.com/advantages-disadvantages-crosssectional-studies-8758457.html

In healthcare, the point of all research is to apply the findings to improve clinical practice outcomes (Melnyk & Fineout-Overholt, 2019). One of the most important questions to keep in mind during appraisal is asking what the research means for clinical practice. Levels of evidence or a hierarchy of evidence provide guidance, and which hierarchy or level is appropriate depends on the type of clinical questions asked.

Quantitative ranks at the highest level of confidence for intervention questions, compared to designs that give lower confidence levels (Melnyk & Fineout-Overholt, 2019). The higher a rank in the hierarchy, the more confidence clinicians can have that the intervention will produce the same outcomes in similar patients for whom they care. Interpretation of results must include factors of validity and reliability. Possible sources of bias must also get examined.

Qualitative evidence is narrative, reflective, or anecdotal information, thus answering questions about human experiences (Melnyk & Fineout-Overholt, 2019). Qualitative evidence may not be as familiar to clinicians as quantitative evidence. Answering qualitative questions provides clinicians with the why, whereas quantitative evidence tends to provide the how-to practice. Qualitative appraising helps clinicians understand the experiences and values of patients. It is imperative to combine quantitative evidence with patient preferences and clinical expertise, using both methodologies to improve clinical practice outcomes.

Reference

Melnyk, B. M., & Fineout-Overholt, E. (2019). Evidence-based practice in nursing & healthcare: A guide to best practice (4th ed.). Wolters Kluwer.

The healthcare system that our hospital currently joined is data driven, and from my experience up to this point it has been almost entirely quantitative. We have dashboards that we much complete each month and that information is used to assess whether we are meeting our goals. They look at the trend over a quarter and determine if we need are meeting our goals or if we need to modify our plans. I have struggled with this at times because there have been situations where on paper, we appear to be meeting goals but in reality, staff are struggling and having a challenging time finding the motivation to continue to meet the goals. I have suggested that leadership become more visible and to encourage in person rather than in generic emails. Improving qualitative measures can help to improve quantitative measures.

According to Stouten et al. (2018), the change process requires “all hands on deck.” Leaders must monitor the progress of change and possibly modify it as the change continues. “The monitoring” happens with surveys; employee feedback is just as important as the change.  Other tools to measure success include employee satisfaction surveys, patient satisfaction surveys, audits performed by management, and entered “REDCAP.”  In a hospital, the measurement of change is measured by using key performance indicators. “In healthcare, performance means maintaining the wellbeing of the patient and achieving business goals at the same time” (Rahman et al., 2017).

My organization uses all the tools mentioned above. Employee satisfaction is a big deal. If scores are low, the employee’s concerns are discussed, and plans to improve are developed.

 

Reference:

Rahman, M. H., Tumpa, T. J., Ali, S. M., & Paul, S. K. (2019). A grey approach to predicting healthcare performance. Measurement134, 307–325. https://doi.org/10.1016/j.measurement.2018.10.055 

Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the Management Practice and scholarly literature. Academy of Management Annals12(2), 752–788. https://doi.org/10.5465/annals.2016.0095