Western Sydney University: CM 2 Change Management in Healthcare Report

This report delves into change management strategies within the healthcare sector, specifically addressing hospital-acquired infections. It examines the processes, tools, and practices essential for managing change and improving healthcare outcomes, emphasizing the importance of safety culture and effective implementation. The report presents a case study of Johnson Brown Australia, highlighting their quality improvement project and its positive impact on reducing hospital-acquired infections, readmissions, and patient length of stay. It further explores the challenges in implementing change, particularly regarding staff practices and equipment cleaning, emphasizing the need for training, communication, and leadership support. The conclusion underscores the significance of change management in eliminating ineffective practices and implementing new ones to enhance healthcare services and patient outcomes.

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CHANGE MANAGEMENT IN HEALTHCARE
APRIL 8, 2020
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Table of Contents
Introduction...........................................................................................................................................2
Change management..........................................................................................................................2
Cases representation..........................................................................................................................3
Change management for Hospital-acquired infection........................................................................3
Conclusion.............................................................................................................................................5
References.............................................................................................................................................7

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Introduction
Change management is recognized as the process, tools, and practices to maintain the
individual side of the change to get its required outcome. Change management provides
solutions for the effective implementation of healthcare improvements. Change management
involves policymaker, healthcare manager, and management consultants (Campbell, 2008).
Managing change is about managing the difficulty of the process in healthcare settings. It is
about assessing, planning and applying procedures, tactics, and approaches and ensuring that
the change is valuable and applicable. Effective change has been categorized as relaxing old
behaviors, presenting new ones, and further re-freezing them for better healthcare services
(Varkey & Antonio, 2010). this particular strategy report will discuss the development of a
change management strategy associated with a hospital-acquired infection.
Change management
Change management in healthcare is the process for improving unfavorable practices
or processes in a healthcare setting. Safety culture is the structural culture that places an
increased level of significance on safety principles, values and behaviors and these are spread
by the mainstream of individuals within the healthcare setting or workplace. It can be
categorized as ‘the method people do things to address issues (Grol et al., 2013). A helpful
safety culture can outcome in better workplace health and safety (WHS) and the performance
of healthcare professionals. A favorable safety culture supports an organization to uphold
safe processes. By having everybody, from workers to healthcare managers, take safety
extremely, remaining observant and avoiding negotiations, means that processes are
conducted in as harmless a manner as sensible. This can suggestively decrease the risks of
coincidences occurring (Aziz,2017).

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Cases representation
After a sequence of news stories exposed infection control and poor quality of
healthcare at Johnson Brown Australia, the hospital boarded on a quality enhancement
program (a change management strategy) to deal with issues. This was the targeted
intervention intended at changing processes and the leadership structure to improve patient
care. The QI project comprised making a board-level directive, founding a best-practices
group, substituting critical leaders, and presenting new clinical procedures and policies to
advance safety, communication, and transparency. The results were nothing but confident.
The hospital authorities conducted meetings and conferences wit the healthcare professional
like nurses and assistant nurses and share the information about the change strategy. Johnson-
Brown Australia was able to decrease readmissions, incidences of hospital-acquired infection,
lengths of patient stay, events of deep vein thrombosis, and problems, in addition to patient
death rates. Johnson-Brown Australia is an excellent instance of how tangible deviations can
outcome from a QI project o change management.
Change management for Hospital-acquired infection
Hospital-acquired infection is often observed in the different healthcare settings which
pose risk to the patients. Change in contamination control frequently includes what change
management works calls a “first command” change: having the healthcare organization
advance something it previously does. Instance: increasing obedience with handwashing
beforehand injecting an IV line. With first-order alterations, there are few aftershocks in the
wider organization (Ginter, Duncan & Swayne, 2018). Indifference, a "second-order"
alteration, for example requiring all healthcare staff to use a novel EHR, creates current
effects all over the organization. Continue change is the requirement of every healthcare
organization which is based on the current negative situation or practices in a health care
setting. Most of the nursing staff and other health care professionals are not very about

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practice essential to make the hospital environment clean. Most of the nurses revealed that
they have a lack of time to perform these tasks as they have to provide their service to the
patients. The main reason for infection and lack of interest in change is the key problem of
every health care organization (Vokes, Bearman & Bazzoli, 2018).
There has been abundant discussion over the contamination risk to hospitalised
persons from contaminated surfaces in health care settings. It is now documented that the
location might facilitate the spread of several significant health cares- linked pathogens,
counting vancomycin- impervious enterococci (Yusif, Hafeez-Baig & Soar, 2019). In
numerous hospitals today, nurses have accepted or taken on a variety of duties initially
performed by clinicians, e.g., insertion of an intravenous line, recommending, and catheter
handling. Given these professional tasks, it is comprehensible that rudimentary cleaning
practices has been ignored following the present shift in specialized tasks (Brannigan, Murray
& Holmes, 2009). Cleaning responsibilities do not essentially represent a suitable use of time
for extremely trained nurses. The Housekeeping staff is projected to obey guidelines that
frequently lack detailed direction for all items found in a hospital ward. Additionally, they are
not typically trained to disinfect electrical objects or medical equipment. Captivating these
changes collected, there is a risk that often-used equipment and supposed overlooked sites
will collect soil, counting opportunistic contaminants (Parand et al., 2014). Nurses must be
trained and formed about observing the equipment cleaning practice in the healthcare setting.
It is probable that many items of medical devices in health care settings obtain only irregular
cleaning consideration or, possibly, nothing at all. Cleaning and cleaning duties for all staff,
counting medical staff, must be frequently reviewed, accompanied by suitable and recurrent
training programs (Mamishi et al., 2014).
Given the increasing responsiveness of the role of cleaning practices, recent novelties
have tried to advance the scope and excellence of cleaning activities in the health care

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environment (Vokes, Bearman & Bazzoli, 2018). There is a ongoing risk of spread from
pathogens within enduring bioburden if surfaces continue uncleaned or obtain inadequate
cleaning, communicating the vision for change can also help the health care professional to
understand the needs of change Kotter emphasized the requirement to shape a dream to
support steer the modification effort and develop planned initiatives to accomplish that
vision. It is significant here to interconnect the vision evidently and strongly and implant it in
all communication approaches from the IPCT (Yusif, Hafeez-Baig & Soar, 2019). To support
to communicate the idea, the IPCT requires to establish the behaviors obligatory to achieve it,
i.e. speaking about the idea in all staff conferences, addressing individuals’ concerns and
anxieties, willingly and fairly. Leaders have a significant role in collaborating the vision for
modification by making a culture and environment that actively inspires, provisions and
allows the implementation of technologies to advance practices. With the support of an
awareness program, the modification can be applied. The healthcare leader needs to work
collaboratively with stakeholders and healthcare professionals and share the information with
them about how the change can help to build effective care (Parand et al., 2014).
Conclusion
Change management is the process of eliminated old ineffective practices and
methods and implementing new ones for between healthcare services. Johnson brown
hospital in Australia has experienced hospital infection issues for a longer time and decided
to implement a change management strategy. They involve all the health care providers in the
process. the need for change occurred as the result of unfavorable behavior of the staff. The
nurses are educated to maintain a clean floor in the hospital ward. The nurses under these
programs were provided with enough information about the vision and goal of the change.
They were educated about different hand hygiene and equipment cleaning techniques. After

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the successful implementation of the approach, the healthcare setting reduced the incidence
of infection acquired in the hospital.

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References
Aziz, A. M. (2017). A change management approach to improving safety and preventing
needlestick injuries. Journal of infection prevention, 18(5), 257-262.
Brannigan, E. T., Murray, E., & Holmes, A. (2009). Where does infection control fit into a
hospital management structure?. Journal of Hospital Infection, 73(4), 392-396.
Campbell, R. J. (2008). Change management in health care. The health care manager, 27(1),
23-39.
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health
care organizations. John Wiley & Sons.
Grol, R., Wensing, M., Eccles, M., & Davis, D. (Eds.). (2013). Improving patient care: the
implementation of change in health care. John Wiley & Sons.
Mamishi, S., Pourakbari, B., Teymuri, M., Babamahmoodi, A., & Mahmoudi, S. (2014).
Management of hospital infection control in Iran: a need for implementation of a
multidisciplinary approach. Osong public health and research perspectives, 5(4), 179-
186.
Parand, A., Dopson, S., Renz, A., & Vincent, C. (2014). The role of hospital managers in
quality and patient safety: a systematic review. BMJ Open, 4(9), e005055.
Van Rossum, L., Aij, K. H., Simons, F. E., van der Eng, N., & ten Have, W. D. (2016). Lean
healthcare from a change management perspective. Journal of health organization and
management.
Varkey, P., & Antonio, K. (2010). Change management for effective quality improvement: a
primer. American Journal of Medical Quality, 25(4), 268-273.

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Vokes, R. A., Bearman, G., & Bazzoli, G. J. (2018). Hospital-acquired infections under pay-
for-performance systems: an administrative perspective on management and
change. Current infectious disease reports, 20(9), 35.
Yusif, S., Hafeez-Baig, A., & Soar, J. (2019). Change management and adoption of health
information technology (HIT)/eHealth in public hospitals in Ghana: A qualitative
study. Applied Computing and Informatics.