Managing change in health care redesign: a model to assist staff in promoting healthy change.: An article from: Nursing Economics
Book Details
Author(s)Barbara Johnston
PublisherJannetti Publications, Inc.
ISBN / ASINB00097ITK2
ISBN-13978B00097ITK8
AvailabilityAvailable for download now
MarketplaceUnited States 🇺🇸
Description
This digital document is an article from Nursing Economics, published by Jannetti Publications, Inc. on January 1, 1998. The length of the article is 3944 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
From the author: Effective leaders recognize the critical nature of active, broad-based nurse participation in patient care redesign efforts. The sense-of-coherence theory is applied to change management with the intent to foster comprehensibility, manageability, and meaningfulness in dealing with change-related stress. Multiple strategies including communication, training/education, and outcome evaluation must be part of any organizational redesign project. Front-line staff should be encouraged to participate in focus groups to air concerns and to evaluate both the positive and negative impact of changes in patient care delivery.
Citation Details
Title: Managing change in health care redesign: a model to assist staff in promoting healthy change.
Author: Barbara Johnston
Publication:Nursing Economics (Refereed)
Date: January 1, 1998
Publisher: Jannetti Publications, Inc.
Volume: v16 Issue: n1 Page: p12(6)
Distributed by Thomson Gale
From the author: Effective leaders recognize the critical nature of active, broad-based nurse participation in patient care redesign efforts. The sense-of-coherence theory is applied to change management with the intent to foster comprehensibility, manageability, and meaningfulness in dealing with change-related stress. Multiple strategies including communication, training/education, and outcome evaluation must be part of any organizational redesign project. Front-line staff should be encouraged to participate in focus groups to air concerns and to evaluate both the positive and negative impact of changes in patient care delivery.
Citation Details
Title: Managing change in health care redesign: a model to assist staff in promoting healthy change.
Author: Barbara Johnston
Publication:Nursing Economics (Refereed)
Date: January 1, 1998
Publisher: Jannetti Publications, Inc.
Volume: v16 Issue: n1 Page: p12(6)
Distributed by Thomson Gale
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