Theoretical Matrix Essay Example for Free

Theoretical Matrix strainThis multi- tipd toughie describes how a human system might experience, re hazard to, and then adjust to miscellany oer time (Smith, 2010). The components of this Model of counterchange consist of six stages the first stage old status quo is the menses norm, the second stage foreign element is something happens that interrupts the old(prenominal)ity of the status quo, the third stage chaos is the reaction to a foreign element that throws you into chaos, the fourth stage transforming conceptions gives you a naked as a jaybird(a) lowstanding of what to do, you begin to go over a way out of the chaos, the fifth stage cause and integration you start to try your new-fangled idea or new behavior. The last stage new status quo the new norm. t on the wholey to Emery, (2012) it is the nature of individuals to abide change and cling to familiar ways of doing things. The Old Status Quo the group is at a familiar habitation.The death penalty pattern is consistent. Stable relationships give members a sense of belonging and identity. Members know what to expect, how to react, and how to behavior (Smith, 2012).Foreign Elements in this sage something happens that shatters the familiarity of the old status quo. A significant event that is internal or external quest change that threatens the stability of familiar powers. Chaos the foreign elements throw you into chaos. In this stage, you argon suddenly in unfamiliar waters where your things be unpredictable, and your usual pattern behaviors do not work. Your accomplishment is affected and passel around you whitethorn not act in unusual ways (Emery, 2012). Transforming ideas eventually the group transforms. You draw lots of new ideas when you are in Chaos. Transforming ideas gives the group a new understanding of whys, what and hows. They began to see a way out of the chaos (Emery, 2012).Integration and Practice is the period of assimilation, you are transforming ideas into your operation, and a new status quo begins. You learn quickly and make move on. You make lots of mistakes, and every now and then your progress slips back to old status quo. You learn what works and what doesnt. You defy become more skilled and your performance is back up. You sense you are moving towards a new status quo (Emery, 2012). The New Status Quo your performance began to level off as you master your new skill. You start to feel good about your quick learning. With time, the newness fades, and the new status quo become the old status quo (Emery, 2012). Satirs change model can be applied to any organization large or small.Hospital learning is changing rapidly bear upon clinicians both in ambulatory and primary assist dedicate settings who are struggling to keep up with the pace of emerging engineering science. The demand for improvement in hospital safety, quality and performance reporting has make it necessary for this clinical transformation of its dish out practice p rocess. Switching from paper to electronic medical platter is one technological demand driven by Medicare and Medicaid coverage and reimbursement policies Transition from paper to computer credential is still a challenge in health care (Straube, 2005). The process for documenting patient care was formalised during the years of Florence Nightingales practice the old status quo. Older nurses are having difficulty adapting to this change because their generation was driven by paper so they didnt hold to use the computer whereas the jr. nurses have been exposed to technology must of their lives.A foreign element has been implemented into the care environs this has disturbed the status quo Satir second stage of the change model. A primary care setting contribute ac keas given by receptionist stating no one has time to scan charts for a physician who brought 1,000 patients with him to the practice. The arrival of the foreign element electronic medical record precipitates a period o f chaos According to Kiel (2011). This is both the most liberating and terrifying aspect of the Satir Model. The old way is out paper charting and the new way is in electronic medical record computer charting. Satir is optimistic in the fourth stage of the change model transforming idea large number are calm, listening, being optimistic at that point they are ready to engage in fuss solving.Not all transforming ideas are good you may have to try several times for chaos to achieve a renewed sense of direction (Kiel, 2011).Nurses that where discerning with the change from development paper charts to a computerized charting system where offered computer training classes, also some of the young nurses offered to volunteer with in-house tutorial assistance. Chart software was purchase to help with staff development Rothenberg (2005). With integration and practice this stage of Satirs change model the implementation of computerized charting nurses found themselves becoming more profi cient in knowing more about computer technology and computer systems. According to Kiel (2011) It is impossible to have in addition much support after implementation phase.The last stage of Satir change model new status quo the older nurses now believe using a computer is like turning pages in a book. You access different screens and follow assigned task, like pain management vital signs, and a third for IO (Rose, 2011). Kotter model Kotter identified eight steps within the model after building on Lewins change model. Borkowski, 2005 identifies the following eight steps (1) Establish a sense of urgency This deals with the subscribe for change and examines the government activitys crises, opportunity and competition.(2) Create a powerful guiding coalition This should include all members not part of upper management. (3) Develop a slew Create a vision for the change strategies to achieve it.(4) Communicate the vision Using strategies and ways in which to communicate the vision, i ncluding new behaviors. (5) Empower others to act on the vision Eliminate barriers to change creative problem solving. (6) Plan for and create short-term wins plans for vision improvement recognize and reward staff involved.(7) Consolidate improvement produce more change using hiring, promoting and developing employees to create more change.(8) Institutionalize new approaches Reinforce changes by highlighting connection amidst new behavior Organizational success, ensure leadership succession (Borkowski, 2005). Utilizing Kotters model can be a guideline for all Organizations, when trying to implement a change process.According Du Plessis 2011, the biggest mistake state can make during a change intervention is tostart the process before a high profuse sense of urgency has been established. Complacency is the biggest resistance factor to overcome in a change intervention, particularly if there is no major or visible crisis. Kotter eight step model can be applied in both small a nd large Organizations. For a change process to take place it is important to communicate with the staff members what is going to be implemented. Members involvement is also a significant factor. Being involved allows the individual to feel valued which makes the transition much easier. According to Spector 2010, people allow for become more committed to implementing solution, if they have been involved in the problem-solving process. For change to stick, it has to be incorporate into the total psychic framework or personality and has to be supported by others whose opinions and perceptions the person cares about. (Winter, 2002). numerous Organizations feel that there is a need for change to improve the effective and quality of services offered to their customers. Examining Kotter model has key aspects in a change process. Important aspects such as need for change, member inclusion, strategies problem solving, communication, rewards and recognition are all significant for small a s well as large Organization to be successful. These key approaches will have less resistance and balance between the new social organization and positive behavior among all staffs. Example of Organizations are health care settings hospitals, nursing homes, and rehab facilities. Complexity hypothesis The complexness theory has emerged from the natural sciences in the 20ths century. It allows understanding of unexpected phenomena. The complexity theory (CT) has two applications.The nonliteral application is used by social science and a mathematical application is implemented by the physical sciences. The complexity theory addresses the dynamic, nonlinear, and complex nature of systems or organizations. Complex systems have multiple subsystems interacting at the same time with one another by nonlinear intertwined feedback loops which can produce unexpected results (Sanger Giddings, 2012). The complexity theory provides the following observations first, small changes can generate massive or unpredictable changes. Second, changes applied under similar conditions are not guarantee to have the same outcomes. The results are unpredictable. Third, cause and effect are not continuous or directly proportional functions. Fourth, culture generates diversity so a normalisation of processes cannot be implemented (Hoffman, 2012).The butterfly effect is exhibited in complex systems. This idea makes it easy to understand and look upon the essence of the complexity theory. The butterfly effect explains that small changes in a complex system may lead to large, unpredictable changes over time (Sanger Giddings, 2012). This theory provides information on how the organization adapts to the environment and unsettled conditions. The complexity model seems appropriate to deal with the constantly changing environment of the health care system. Managers and employees have to embrace the uniqueness of this system since they are forced to lead others particularly in the critical c are environment. The Intensive Care Unit (ICU) involves medical, social, psychological, and intertwined interactions.In addition, state and federal policies affecting the organization are considered as macro factors (Sanger Giddings, 2012). Federal and state issues focus on reducing the high cost of medical care and improving patient quality of care. One way that most hospitals are meeting these requirements is by memory current with scientific advances in the medical field. Continuing education and updated knowledge have been essential in piece to incorporate change and provide optimal patient care. This is not enough to improve general performance of a complex system. Principles of complexity theory need to be applied in order to achieve optimal goals (Hoffman, 2012).The intensive care unit is a dynamic system affected by multiple factors interacting nonlinearly that can lead to unpredictable results. Complexity theory application can provide information on unexpected outcomes . Sedation administration, Rapid Response Teams (RRTs), and infection control are some of practices that will benefit from complexity theory application. Sedation administration in the ICU is done based on standard protocol in order to prevent failed spontaneous breathing, coma, and delirium. Unfortunately, more than 30% of patients still describe some of these symptoms. These unexpected results need to be evaluated using the complexity model (Hoffman, 2012).. ReferencesBorkowski, N. (2005). Organizational Behavior in health care. Sudbury, MA Jones and Bartlett. Du Plessis, M. (2011). Re-implementing an Individual Performance Management System as Change Intervention at Higher EducationInstitutions Overcoming Staff Resistance. Proceedings Of The European Conference On Management, Leadership Governance, 105-115. Emery, D. H. (2011). Managing yourself through change. Retrieved from www.http// dhemery.com/articles/managing_yourself_through_change.html Hoffman, L. (2012). High-Value h ealth care Implication from Complexity Theory. Critical Care Alert, 20(7), 49-21. Kiel, D. (2011). Leading People Through Change. Retrieved from www. http//cfe.unc.edu/pdfs/leading_people.html Rose, J.F. (2011). Charting challenges. Retrieved from www. http//news.nurse.com/article.html Rothenberg, B. (2005). Medical technology as a driver of healthcare cost. Retrieved www.bcbs.com Sanger, M., Giddings, M. (2012). Teaching note a simple approach to complexity theory. Journal of Social Work Education, 48(2), 369-375. Schein, E. H. (2002, Winter). Models and tools for stability and change in human systems. Reflections, 4(2), 34-46. Retrieved from week 3 electronic reading. Smith, S, M. (2012). The Satir Change Model. Retrieved from www.http//stevensmith.com/ar-satir-change-model.htmlSpector, B. (2010). Implementing organizational change Theory into practice (2nd ed). Upper Saddle River, NJ Pearson Prentice Hall.