Culture and Level of Readiness of an Acute Care Hospital
In order to successfully implement a change within an organization, the change agent must assess the organization's culture and readiness for change.
In 750-1,000 words, analyze the culture and level of readiness of the organization for which your evidence-based practice project is proposed.
Include the following:
Describe the organization's culture and explain to what degree the culture supports change. Consider organizational and leadership structure, mission and values, interprofessional collaboration/team engagement, communication, perception of the organization by employees, etc.
Select an organizational readiness tool and assess the level or readiness for change within your organization. Identify the readiness tool and summarize the survey results.
Propose strategies to better facilitate the readiness of the organization.
Discuss the degree to which the organizational culture will support and sustain an evidence-based practice change. Consider strengths and weaknesses, potential barriers, stakeholder support, timing of the proposal, and resources.
Discuss what health care process and systems you would recommend for improving quality, safety, and cost-effectiveness for the organization.
Identify the stakeholders and team members for the project. Include what their duties will be in the evidence-based practice project proposal.
Explain what information and communication technologies are needed for the implementation and how they will be integrated in the setting by the internal stakeholders.
Explain how these will help improve nursing practice and care delivery for individuals and populations for your intervention.
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The Organizational Culture
The acute care hospital's culture profoundly emphasizes addressing nurse burnout, cultivating an environment of inclusivity, and active nurse participation in decision-making. It strongly supports change, actively adapting its policies and practices to proactively address nurse burnout, creating a responsive and dynamic setting for its staff.
Organizational and Leadership Structure
The hospital's decentralized, participatory leadership structure empowers nurses to actively engage in decision-making processes, a pivotal component in mitigating nurse burnout.
Mission and Values
Its mission statement unequivocally prioritizes nurse well-being, underlining the organization's dedication to providing necessary resources and support for nurses, thus fostering a culture centered around addressing and preventing nurse burnout.
Interprofessional Collaboration/Team Engagement
Through regular wellness initiatives and interdepartmental support groups, the hospital promotes interprofessional collaboration as an essential strategy to combat nurse burnout, recognizing the importance of mutual support and shared experiences among healthcare professionals.
Communication
Open and transparent communication channels enable nurses to express their concerns and ideas, with the organization actively listening and responding, thereby building a culture of trust and responsiveness to nurses' evolving needs.
Perception of the Organization by Employees
Nurses perceive the hospital as a caring institution that genuinely values their well-being, and this positive perception reinforces a culture of support and resilience, motivating nurses to address nurse burnout actively.
Organizational Tool
The Survey of Organizational Research Climate (SCORE) survey, an organizational evaluation tool, encompasses scales to assess different facets of the organizational context, including work-life atmosphere, teamwork dynamics, safety culture, burnout climate, personal burnout experiences, and local leadership effectiveness (Adair et al., 2018).
The survey findings from SCORE paint a troubling picture of the organization. Burnout, at both the organizational and individual levels, stands out as a significant concern, reflecting insufficient support and resources for staff well-being. The "Improvement Readiness" sub-scale suggests a general unwillingness to embrace change or initiatives for improvement, underscoring a prevalent resistance within the organization.
Strategies to Facilitate Readiness in the Organization