Welcome back everyone. As the landscape of healthcare is ever evolving, it's important that
nurses remain ready to support change and serve as change agents. A change agent is a person or
thing that encourages people to change their behavior or their opinions. One important thing
to remember about change in healthcare is that it is inevitable. It will happen all of the time.
Now change in healthcare occurs for several reasons. Advances in medical care and technology,
increasing demands and expectations from patients actively involved in their own health and
well-being, and finally evolving reimbursement models that emphasize value rather than volume.
Due to continuous change, transformational leadership can help with the process and prepare nurses
to become change agents. Transformational leaders assume accountability for patient care outcomes
through the assimilation and application of evidence-based information to design, implement,
and evaluate patient care processes and models of care delivery. They also act as providers
and managers of care at the point of care to patients anywhere healthcare is delivered. And
they also use these unit competencies in a variety of healthcare settings to improve outcomes.
So when you think about the role of change agents, they really have 2 primary responsibilities;
to change oneself and to build capacity in others. They really serve as a change coach through
several ways. First, guidance. The leader uses guidance to set behavioral expectations for staff
performance and provides feedback on performance in the change project. Second, facilitation.
Now as a facilitator, the change coach encourages staff to share in decision-making thereby creating
and nurturing a culture that supports ____ from others, facilitates creative thinking, and
enhances the process of finding the best solutions to address challenges. And finally, inspiration.
The leader takes on an inspirational role really expressing confidence in recognizing staff as
providing meaningful contributions to the change process. Now there are several skills needed
to be an effective change agent. First, effective communication. Second, you need to build trusting
relationships. You need to remain aware of change fatigue. Now change fatigue is a condition
experienced by individuals subjected to unrelenting and overwhelming change in their work environments
and sometimes this happens in healthcare. And finally, you need to have organizational agility.
This is the ability of an organization to change rapidly depending on the situation. There are 3
primary change strategies. First, power coercive. Power coercive strategies are based on the
application of power through legitimate authority. Little effort is used by the nurse leader to
enforce change and the staff has no ability to alter the course of the change process. Power
coercive strategies can be used when change is critical, time is limited, and there are high levels
of resistance or there may be little or no chance of reaching organizational consensus. The
second is empirical rational. Empirical rational strategies assume that providing knowledge is
the most powerful requirement for change. This strategy assumes that people are rational and
will act in their own self interest when they understand that the change will actually benefit them.
It can work well if the change is perceived as reasonable or beneficial to the individual. And
finally, normative-reeducative. Normative-reeducative strategies assume that individuals act in
accordance with social norms and values that influence their acceptance of change. The nurse
leader focuses on individual's behavior or motivator such as roles, attitudes, feelings, and
their interpersonal relationships as an effective way to implement change in the healthcare
environment. Sometimes, there is resistance to change so here's some strategies that will
help. Understand that resistance is a natural part of the process. You want to learn why an individual
is resisting the change. We linked some of the old ways of working with some of the new change
as a way to really bridge the old with the new. You want to identify people who are willing to
try the new practices and use them as champions. You want to assist staff in identifying with
and valuing how the change will affect their practice. And finally, communicate a clear vision
of the benefits to be gained from the change. So remember, by recognizing that change is inevitable
in healthcare, organizations can focus on achieving effective change management including the
use of nurses as change agents to smooth the way for change and to work to ensure positive outcomes.
So when thinking of everything we've learned today, I would like you to consider this question.
When serving as effective change agents, what are the critical skills needed to be successful?
They are effectivce communicatioin, building trusting relationships, remaining aware of change
fatigue, and organizational agility. I hope you've enjoyed today's video on serving as change
agents. Thank you so much for watching.