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. Evidence of resistance to change is associated with new implements in the hospital management and patient care is bothering nursing staff members as they fear it will impact their working nature as they use to follow before with old director.

2. Resistance to change staff members exhibit is associated with them applying for early retirement, increase in number of absentees as they fear of continous reporting and monitoring as per director statement.

3. If I would have been staff nurse I would have call for a meeting between staff members were openly able to discuss their doubts and together we could have been resolve the issue associated with it.

4. Staff members resist this change as they are habitual to the old working pattern and sudden changes in the rules is creating a situation of uncomfortable and pressure for them.

5. The director should have implemented his ideas with the unity of all staff members as some of them are senior nursing staff and sudden changes were creating a scnario of panic for them. Nurse managers and staff members should work together in a group and unity, that is they should have supported each other as a result chances of error and mistakes should have been avoided and quality of healthcare service have been maintained according to new changes in the rule.

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