This was designed to reduce the uncertainty surrounding the changes, to involve the nurses in the changes, and to give the nurses a suitable method for voicing their concerns.
After this meeting, nurses did not initially respond well. The nurses continued to discuss issues and voiced various concerns, but they only did this amongst themselves and did not approach management. In response, Teresa spoke informally to nurses individually to ask them if they had any questions or concerns. In these one-on-one conversations, Teresa focused on the importance of offering the benefits of their experience and encouraged the nurses to provide feedback and suggestions on the procedures. This caused a greater level of involvement and the two-week review meetings were successful, with issues being raised. The review process continued, with the HR department acting as mediator between the nurses and administration. This resulted in changes to many of the procedures and the nurses also accepted the changes.
To maintain consistency, meetings continued to be held after the changes were introduced. This gave nurses the opportunity to raise any issues. This was successful and in cases where there were problems, they were identified and fixed. There was a certain level of disruption and some questioning of the value of the changes at this point, but the nurses continued to persevere and worked on making the changes work. After five months, the meetings were reduced to being held bimonthly. The administration considered the change management successful.
In analyzing the change management process, one of the...
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