Change Agents
Change agents are important parts of any working organization since they assist in the development of a better working environment. Ideally, a majority of the organizations need such agents to act as catalysts to the changing environment, an attribute that allows success to be part of the company’s growth. In maintaining such notions, the idea is to ensure the process involved works to improve the way an institution handles its demands. In keeping with the struggles that come with the changing environments, it becomes clear that the common purpose of each structural consideration has to emanate from the processes involved (Morden, et al., 2015). The idea is to boost the working environments so that the purpose of each structure can be ascertained and established within the expected measures. The change agent, even in a health institution, must work harder to develop sustainability within the organization and establish different attributes to assist in building the best working program possible. For this to happen, it is essential to identify some of the frustrations that may arise in their line of duty, but maintain a good vision to address the essential demands of the workplace.
Change agents must also be patient while still exercising persistence. Change takes longer than many wish to agree, and that implies learning the best ways of addressing sustainability across the workplace. Attaining such change within the acceptable pace is hard yet change agents are expected to remain calm even when people are frustrated. Certainly, such demands may even make the process harder since the process takes the time to materialize (Mitchell, 2013). Furthermore, the agents must understand that they have to ask the tougher questions to ensure everyone is accountable the process of making this ideal is based on the ability to emotionally connect with a process and focus on what is ideal for the organization as a whole. The main problem is that the important thing is to address what people are thinking and ensure everyone is on track. Agents must seek more knowledge, which builds their character and credibility as they work on leading by good example (Mitchell, 2013). Change can only be created if people become active learners when it comes to understanding the importance of learning. Often, such aspects make it easier to deliberate on approaches as they work towards building relationships others can trust. Growth only occurs when people are willing to work on such connections necessary to build on the expected demands of the workplace (Mitchell, 2013). Developing such changing demands only emanates from motivating others to participate in the change process.
Importance of Maintaining Awareness for all Employees
One important step towards retaining a good working environment is to ensure every employee is aware of the change process as well as adapt to the various improvements that emanate from meeting such continuous structural influences (Morden, et al., 2015). The process of such a competitive entity requires an increased improvement on the way change is implemented. The procedures followed only work when exercising such demands, an attribute that should address any tensions that may be visible within the workplace such successes only show a need to be creative so as to handle every strategy comprehensively. Change is imperative for the survival of an organization and its starts with the employees. If they are not aware, the organization will not work towards such positivity (Morden, et al., 2015). The employees must feel they are included in the process to reduce the resistance that may arise in such a case. The main agenda should be to involve them so that they can offer suggestions as well as be part of the management system working to display favorable demands within the workplace. Managers need to target beneficial results that will provoke as many employees to work towards adapting to such changes within the workplace (Mitchell, 2013). If the process of change happens, it must be from within. Employees are best placed to ensure that the successes gained have met the ideal demands of the community.
Change must come from the to the bottom, with the management wishing to capitalize on the available changes to address any feedback they receive in the process (Mitchell, 2013). The idea is to improve on the essential demands of the workplace as that allows them to meet the productive notions that emanate from maintaining a good relationship with the organization as a whole. Furthermore, it creates some aspect of ownership, an aspect that redefines the emerging demands as the employees start owning the company’s vision. Agents must be aware of this and build on the organizational culture to entertain such changes. Building a leadership team must start from the top as the employees want to be allowed to make changes that will address their needs (Mitchell, 2013). As such, this only happens when the change elements discussed are crafted into the program design as part of improving the noted processes.
Communicating Change for Nurse Leaders
Nurse leaders play a vital role in establishing different influences as determined by bridging gaps as they arise during this management process. The changes that arise in such avenues only increase the need for better communication strategies to ensure employees understand what leaders want and the vision is directed to the right avenue (Jackson, 2013). The leader must use a holistic approach that will address the implementation strategies as they emanate from such avenues. Maintaining operational integrity is vital as well since that generates the kind of business plans necessary to improve on the schedules and develop a stringent means of processing change. Communication makes it easier to sell the policies and develop new chances of identifying the most critical demands of the workplace. The important thing is to learn what employees require as well as plan on providing the right direction, orientation, protection and establish a good means of controlling conflicts (Jackson, 2013). Furthermore, it allows one to shape norms and oversee such changes to develop better corporate structures.
Communication strategies assist in building a better transformation that will establish a sense of urgency to meet the change demands as well as provide the employees with a guiding coalition. Organizations have their ways of communicating and that assures employees of their security as well as develops a better means of establishing such demands. The goal is to build a vision that everyone can understand and communicate it in a way that empowers others (Jackson, 2013). Nursing leaders must have values that will assist them to plan for the change as well as advice their subordinates on better ways of consolidating their improvements. As such, this shows a need to produce better change and institutionalize their approaches to meet the expected objectives. Therefore, communication is an essential aspect of change as it addresses the management roles and tasks (Mitchell, 2013). The aim is to develop a paradigm shift that assists in thinking about leadership as well as address the complexities of change in a way that employees can understand.
Nurse Leader as a Change Agent
The work of nurse leaders as agents is to assist people to understand the need to make aggressive demands as well as make transformational changes that will assist in meeting persistence during the entire process. The main problem is that the effectiveness of a transformational attribute is to develop an increased understanding of how complex the process of change is to an organization (Jackson, 2013). Nurse leaders must offer guidance to the employees since the process can be stressful to the employees, jeopardizing its quality. Change is inevitable and nurse leaders must understand why such gratification is possible within the effective demands of the workplace. Ensuring quality requires competency in handling the transformational process as well as effectively determine the best means of addressing the best means of improving such demands. A nurse leader must ensure that the process of change arises when deemed to be necessary as well as addressing the changes as they meet the core attributes within the society. Often, such demands only show a need to be a mentor and an able coach that will improve competence and derive tangible gains.
Change Theory in Shared Governance
Shared governance structures only create the basis of practice that will assist in developing a better model to assist in the development of better partnership goals. The impact of such demands is to allow for equity and demand for accountability (Myers, et al., 2013). The organization must be willing to address these demands and ensure transition models to care are handled adequately in a manner that will assist in developing such practices. Leaders have the role of focusing on the intended documentation process as that allows nurses to work within the shared governance structure as easy as possible (Myers, et al., 2013). Change in this area has to be defined based on the integration of such core values necessary to build on the needed introduction of values nurses can work with across the workplace. Furthermore, nurses need to have a good working environment as well as increase satisfaction based on how they meet their demands, as well as work on retention of such demands as required. Thus, integrating such demands is better when working on reflection of such demands to control the environment and better the entire process.
References
Jackson, E. (2013). Interrogating the theory of change: Evaluating impact investing where it matters most. Journal of Sustainable Finance & Investment. 3(2), 95–110.
Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing Management, 20(1), 32-7.
Morden, A., Brooks, L., Jinks, C., Porcheret, M., Ong, B. N., & Dziedzic, K. (2015). Research "push", long term-change, and general practice. Journal of Health Organization and Management, 29(7), 798-821.
Myers, M., Parchen, D., Geraci, M., Brenholtz, R., Knisely-Carrigan, D. & Hastings, C. (2013). Using a shared governance structure to evaluate the implementation of a new model of care: The shared experience of a performance improvement committee. J Nurs Adm. 43(10): 509–516.
