The Kotter change model has eight steps outlined as follows. First, there should be an established sense of urgency. Second, the change management should then create a guiding team. Third, the team then develops a change-oriented vision. Fourth, always communication the new vision for stakeholder buy-ins on an organizational basis. Fifth, find a way of empowering action on a broad base. Sixth, always bank on the creation of gradual short-term wins. The seventh and last steps involve never letting up and incorporating the changes to the incumbent culture (Neumeier, 2013).
Some of the ways I can use these steps and organizational efforts to promote scholarship based on the reduced length of stay (LOS)/excess days are as follows. Step one directs that I help and let my colleagues recognize the need for change on an organizational level. This step would include an initial educational process on the status quo by addressing the cons of excess days. The second step encompasses assembling a section of nursing staff and influence and a similar mind to help in leading the change process. A huge chunk of this step would be to encourage and mentor everyone in the facility into work as a team (Rees, Payne, & Houlahan, 2015).
The third step involves creating a realistic vision that acts as a guide to the change process. I am certain that I would want to see the organization realize significant reductions in lengths of stay. This stage will also involve developing a list of interventions to help achieve this vision. The fourth step encompasses using my initial team as a communication tool to the rest of the organization. The team will have a task to ensure as many professional colleagues as possible recognize and accept this vision (Rees et al., 2015).
The fifth process encompasses the removal of obstacles to achieving a reduction in length of stay/excess days. Examples of obstacles that could undermine the vision include uncooperative colleagues and old management processes. Step six encompasses a comprehensive planning process for ideas that are easily achievable to the organization. It would be vital to recognize that there could be some unrealistic and expensive suggestions within the process (Hunter, Johnson, & Coustasse, 2014).
The seventh step will look into achieving credibility among the senior management, patients, and colleagues. These are the vital stakeholders that can make or break the process. This step points to changing routine practices that do not consider the new vision. The last step uses the current successful processes in an evaluation process and incorporating them into the new organization for continuous success. It is at this step that I acknowledge the attainment and promotion of full scholarship (Rees et al., 2015).
References
Hunter, A., Johnson, L., & Coustasse, A. (2014). Reduction of Intensive Care Unit Length of Stay: The Case of Early Mobilization. Journal of the Health Care Manager, 33(2), 128-135.
Neumeier, M. (2013). Using Kotter’s Change Management Theory and Innovation Diffusion Theory In Implementing an Electronic Medical Record. Canadian Journal of Nursing Informatics, 8 (1/2), http://cjni.net/journal/?p=2880.
Rees, S., Payne, J., & Houlahan, B. (2015). Creating a culture for publication through education and mentoring. Journal of Nursing Care Quality, 30(2), 187-192.
