Leadership Strengths for Change Initiatives 2

 

Respond to  your colleagues on and explain how your leadership strengths identified in the Clifton Strengths Finder could improve upon the change initiative processes they describe. Be specific. Use your Resources to support your response.

 

Leadership Strengths for Change Initiatives

 

                In my current workplace, we identified a need to capture post operative recovery minutes more accurately.  Since the conversion to electronic charting a decade ago, the process had remained largely by manual entry.  Due to various delays, patients may meet criteria to leave the post anesthesia care unit (PACU) but must be held in the PACU for additional time.  The following initiative was created to address this issue.

Phases of Project Management

The phases of project management are as follows (Casao & Smith, 2016):

• Needs assessment phase: The project is necessary to capture post-operative recovery minutes to ensure accurate billing.  The current process requires additional, time consuming work to accurately capture the minutes based on the recovery nurse documentation.

• Planning phase: After discussions with our Information Technologies (IT) department, the project is doable.  It was agreed upon by all parties to create a “PACU Ready” button in our current electronic health record (EHR).  We then discovered that a newly acquired community hospital shared our documentation system.  We had to get their PACU staff and leadership to agree to the changes proposed to the EHR.  Eventually everyone agreed and the project was able to move forward.  The PACU ready button was to be placed in the area where we chart our times in and out of PACU.

• Implementation phase: Our IT department was able to add the button in the appropriate location.  The staff was educated to indicate the patient is “PACU ready” when they meet criteria to be discharged from stage 1.  An additional requirement was necessary to see the PACU ready status on our larger status board, but IT managed this very quickly.

• Evaluation phase: The staff took to the process quickly.  It was discovered that an electronic report did not capture minutes as needed for daily reports.  Some adjustments were made to accommodate this.  During an approximate 2-week period, things remained largely by manual entry.  After that, the reports have been electronic and have saved considerable time.  We are also able to document delay reason to note where we need improvement in patient flow.

Strengths and Leadership

                My strengths included input or being inquisitive, analytical, learner, relator, and activator (Gallup, 2021).  Once I discovered the difficulty in obtaining the minutes, I knew there must be a better way.  I was involved in this project and used my activator strength to push the timeline along through frequent contact and updates to others on the team.  This was like the squeaky wheel getting the grease scenario.  I then used my relator side to get people excited about the change and demonstrated how it could benefit them as well as the department.  It was not long before we had complete compliance from our staff.

                Through this change initiative, I helped support a culture of innovation and obviously implemented a new project plan (Harper & Maloney, 2016).  The change was technologically possible, but we had not thought to ask before.  The project included collaboration from multiple departments and an additional hospital to complete and aligned with organizational goals (Harper & Maloney, 2016).  I feel that I demonstrated emotional intelligence throughout the process and demonstrated energy and excitement for the improvement (Harper & Maloney, 2016).  The change not only keeps us fiscally responsible and ensure accurate charging but also avoids any potential fraudulent charge.  This maintains electronic records to comply with regulatory bodies (Harper & Maloney, 2016).  I learned so much from this change initiative and am in the process of leading another to expand our current department.

References

Casao, L. R., & Smith, C. M. (2016). Program and project management. In C. M. Smith & M. G. Harper

(Eds.), Leadership in nursing professional development: An organizational and system focus (pp.

218–255). Chicago, IL: Association for Nursing Professional Development.

Harper, M. G., & Maloney, P. (2016). Nursing professional development scope & standards of practice

(3rd ed.). Chicago, IL: Association for Nursing Professional Development.

Gallup, Inc. (2021). Strengths Finder Login. Retrieved from

https://walden.gallup.com/signin/default.aspx#home