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Discussion questions:
Hamany In your peer responses, offer suggestions and other thoughts for your colleagues to consider.
1, Responds to this post in half a page use different reference to response please
Question 1. What leadership style do you think you would adopt as a DNP to manage transitions in the workplace? Please be sure to explain your answer.
Managing transitions in the workplace as a DNP will be challenging. However, influential DNP clinical leaders have a strong influence that positively impacts change. One leadership style will not be enough to manage transitions in my workplace effectively. As a DNP leader, I must be able to adapt my style according to the situation and people involved (Mind Tools, n.d.). The leadership style that I would mainly use to manage transitions is democratic. A democratic leader builds trust, actively engages all team members in the process, and promotes a shared vision and ownership of outcomes and problems (Stanley, 2017). Involving all team members in the process and valuing their input increases the chances of a smooth and successful transition (Stanley, 2017). Some aspects of changes may need more of an autocratic leadership style. An autocratic leadership style is highly directive and managed with clear objectives (Stanley, 2017). The leadership style must be flexible and adaptable to drive successful transitions.
Question 2. How do you create a culture/ context that supports innovation in a healthcare system?
It is not an easy task to create a culture that supports innovation, be it evidence-based practice, technology, or policy in a healthcare system. Change and innovation are often met with resistance. As a healthcare leader, it is imperative to recognize when traditional strategies are not working and time to develop new strategies and implement innovative solutions to improve health services and clinical practice (Stanley, 2017). According to Stanley (2017), the main factors to changing culture in an organization depends on “changing and reinforcing the desired behaviors and positive values” (p. 117). Therefore, it would be best if you led by example. Leaders of the organization must role model the behaviors and values they want for the organization’s culture (Melnyk & Fineout-Overholt, 2019). Another strategy that creates and maintains a culture of innovation is reinforcing the desired behavior by rewarding the staff (Stanley, 2017). Stanley (2017) indicates that people need to be rewarded for promoting and supporting the desired actions and behaviors for lasting cultural change. As a DNP leader, I must develop strategies and tools to address resistance to change sensitively to maintain support from those affected by the change (Stanley, 2017). Advancing a culture of innovation is “high-intensity work” (Melnyk & Fineout-Overholt, 2019, p. 367), but necessary to implement new approaches to safer, cost-effective, high-quality care.
Question 3. Describe the overall driving forces and the restraining forces in your work environment.
Change is necessary for healthcare to improve quality, safety, and cost. The administration is implementing a new workflow and process for daily operations in the psychiatric hospital where I work. These changes are being mandated due to a recent negative review of hospital operations. Therefore, some of the driving forces for change are the administration, the negative review, and patient benefits. Since the changes are due to a negative review and the staff were not involved in the decision-making process about what needed to change, they are not happy about the changes. Restraining forces working against the change process are staff’s poor attitude, low morale, high turnover rate, and limited resources. The organization needs to analyze these forces, which can help create strategies that can help accomplish the objectives (Stanley, 2017).
Question 4. Specifically, considering your capstone or an identified change project, how would you help to create a work environment that supports innovation?
Creating a work environment that supports innovation requires a systematic approach. Engage all the stakeholders in the process from the beginning is imperative. According to Stanley (2017), well-informed people involved in the process are more likely to support and engage in the change process. Another key to creating a supportive environment for innovation is to be clear about the vision, goal, and role in the change process, which will facilitate their buy-in and commitment to the plan (Melnyk & Fineout-Overholt, 2019). Having a detailed plan with SMART goals that are realistic and attainable will support the environment for change. Lastly, as a DNP leader, I will champion my vision and beliefs and persist through obstacles to bring change to fruition.
References
Melnyk, B. M. & Fineout-Overholt. (2019). Evidence-based practice in nursing and healthcare.
A guide to best practice. (4th ed.). Wolters Kluwer.
Mind Tools. (n.d.). What’s your leadership style? Learn about the strengths and weaknesses of
the way you like to lead.
https://www.mindtools.com/pages/articles/leadership-style-quiz.htm
Stanley, C. (Ed.). (2017). Clinical Leadership in Nursing and Healthcare. Values into Action.
(2nd ed.). Wiley & Sons, Ltd.
Folashade In your peer responses, offer suggestions and other thoughts for your colleagues to consider.
2, Responds to this post in half a page use different reference to response please
Leadership style for managing the transition in the workplace
As a DNP leader, I would adopt a transformational leadership style to manage workplace transitions to motivate and inspire other system members to embrace the new norm. Choi et al. (2016) confirm that transformational leadership directs the development and intellectual stimulation of subordinates. As a result, in order to initiate change at all levels and inspire all members of the style at all levels to integrate themselves into the new model, adopting a transformational leadership style in managing these transitions would be essential. This leadership style would improve performance, dedication, and trust, which are critical components of successful transitions for developing a collective and mission-oriented culture. Transformational leadership would be effective in interacting with system members to integrate their perspectives into the new normal. As a result, it will help to reduce resistance by ensuring that every member participates in decision-making. A transformational leader projects an image of dependability to his/her followers and instills optimism in them (Smith, 2017). It is believed that the qualities of transformational leadership in nursing promote a healthy healthcare workplace in which patient satisfaction, staff satisfaction, and employee retention are significantly enhanced.
Establishing a culture that supports innovation in the healthcare system
A critical way to develop a culture that supports innovation is by promoting continuous learning, which focuses on learning new things and growing to reinforce past achievements. Continuous learning supports knowledge expansion and competence by re-examining the underlying assumptions and practices. Friedman et al. (2017) note that implementing learning health systems enhances a continuous improvement through an ongoing study to address several health improvements goals. Additionally, by promoting a culture of continuous learning in healthcare, individuals are encouraged to acquire new skills or improve the existing knowledge and adapt to changes. Bridges and Mitchell (2000) acknowledge that coaching for change is imperative to manage the transition as a perfect way to develop trust and enhance awareness. A culture of ongoing learning is essential to facilitate coaching as a development framework for the system members to help them understand change and navigate it. Thus, enhancing continuous learning steers the organization’s capability to transform itself dynamically to the changing needs that require innovation.
Driving forces and restraining forces in work environments
According to Connelly (2020), it is critical to assess the driving and restraining forces while rating each other in order to establish their overall impacts. Currently, providers are open to change and want to help underserved mental health patients in our community. Another driving force in the current working environment is the widespread use of technology, such as electronic health records (EHR) and other special tools for accommodating changing needs. Because of its broad focus on wellness, the current organization is adaptable to transition by encouraging consumers, insurers, and healthcare system members to participate in wellness plans, such as health dietary campaigns and awareness campaigns. The one constraint holding providers back from transition is the increased workload, which requires at least 50% of the week to complete. As a result, an increased perception of a lack of time to effect change is a factor impacting the facility’s adoption of the new normal. However, members are gradually accepting and recognizing that our patients require new approaches as a result of the dynamics that may have caused increased anxiety or depression.
Creating a work environment that supports innovation
Creating a work environment that encourages innovation begins with encouraging an innovative culture in the workplace. Perhaps creating a work environment that encourages innovation begins with the recruitment process, where HRMs should hire individuals with diverse perspectives. Because people with different concepts, approaches, and skills are brought together, this action will introduce diverse knowledge and ideas in the workplace and can make room for new ways of doing things (Totterdill, Dhondt & Boermans, 2016). Leaders are expected to create a collaborative environment to allow the flow of knowledge among employees, resulting in innovation. The action’s success can also be supported by rewarding employees and creating opportunities for growth within the organization. Employees become highly creative to expand their knowledge and skills when growth is allowed in the organization, and this action further enhances innovation. Finally, an innovative environment is frequently created when managers and other leaders set a good example and encourage their employees to do the same.
References
Bridges, W., & Mitchell, S. (2000). Leading transition: A new model for change. Leader to leader, 16(3), 30-36.
Choi, S. L., Goh, C. F., Adam, M. B., & Tan, O. K. (2016). Transformational leadership, empowerment, and job satisfaction: The mediating role of employee empowerment. Human Resources for Health, 14(1). https://doi.org/10.1186/s12960-016-0171-2
Connelly, M. (2020, September 12). Force Field Analysis – Kurt Lewin. Change Management Coach. https://www.change-management-coach.com/force-field-analysis.html
Friedman, C. P., Allee, N. J., Delaney, B. C., Flynn, A. J., Silverstein, J. C., Sullivan, K., & Young, K. A. (2017). The science of learning health systems: foundations for a new journal. Learning Health Systems, 1(1). https://doi.org/10.1002/lrh2.10020
Smith M. A. (2011). Are you a transformational leader? Nursing Management, 42(9), 44–50. https://doi.org/10.1097/01.NUMA.0000403279.04379.6a
Totterdill, P., Dhondt, S., & Boermans, S. (2016). Your guide to workplace innovation. Brussels: European Workplace Innovation Network (Euwin).