A large health-care corporation recently purchased a small, 50-bed rural nursing

Question

A large health-care corporation recently purchased a small, 50-bed rural nursing home director of nursing was brought in to replace the former one, who had retired after 30 years. The new director addressed the staff members at the reception held to welcome him. "My philos that you cannot manage anything that you haven't measured. Everyone tells me that you have all been doing an excellent job here. With my measurement approach, we will be able to analyze everything you do and become more efficient than ever." The nursing staff members soon found out what the new director meant by his measurement approach. Every bath, episode of incontinence care, feeding of a resident, or trip off the unit had to be counted, and the amount of time each activity required had to be recorded. Nurse managers were required to review these data with staff members every week, questioning any time that was not accounted for. Time spent talking with families or consulting with other staff members was considered time wasted unless the staff member could justify the "interruption" in his or her work. No one complained openly about the change, but absenteeism rates increased rapidly. Personal day and vacation time requests soared. ophy is Staff members nearing retirement crowded the tiny personnel office, overwhelming the single staff member with their requests to "tell me how soon I can retire with full benefits." The director of nursing found that shortage of staff was becoming a serious problem and that no new applications were coming in, despite the fact that this rural area offered few good job opportunities. 1. What evidence of resistance to change can you find in this case study? 2. What kind of resistance to change did the staff members exhibit? 3. If you were a staff nurse at this facility, how do you think you would have reacted to this change in administration? 4. Why did staff members resist this change? 5. What could the director of nursing do to increase acceptance of this change? What could the urse managers and staff nurses do?

Explanation / Answer

1. The message delivered by new director has been understood by nursing staff members in a different way. The evidence of resistance of change observed is a situation of uncertainity and fear of continous evalution is seen among staff members.

2. Resistance of change in staff members observed is the applying for early retirement among senior staff members, fear of continous evaluation based on the daily performance and the chances of them being put on a radar of losing job based on daily monitoring.

3. I would have taken it as better oppurtunties and platform for self improvement in the terms of quality of work and providing better service to patients.

4. Staff members have resistance this changes due to peer pressure of continous monitoring their action as they sense it as a loss of freedom in work environment.

5. He would have first observe the working pattern in the office and slowly had start bringing small small changes to improve quality of performance. His first interaction and statement has passed and understood wrongly among staff members. Nurse managers and staffs should have taken the above changes in a positive way and would have formed unity to work as a team and have shown better performance in terms of their service.

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