Introducing New Technology Assignment
Introducing New Technology Assignment
Introducing New Technology Assignment
Introducing New Technology Assignment
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This last question generates integrative thinking on the potential effect of change on the system. Organizational change involves modifications in the system’s interacting components: technology, structure, and people.
Introducing new technology changes the structure of the organization. The physical plant may be altered if new services are added and then relationships among the people who work in the system change when the structure is changed. Surveillance cameras, cell phones, mag- netic entry cards, bar codes, and communication technology, including social media, have al- tered the care environment as much as they’ve changed our personal world. New rules and regulations, new authority structures, and new budgeting methods may emerge. They, in turn, change staffing needs, requiring people with different skills, knowledge bases, attitudes, and motivations.
Collect Data Once the problem or opportunity has been clearly defined, the change agent collects data external and internal to the system. This step is crucial to the eventual success of the planned change. All driving and restraining forces are identified so the driving forces can be emphasized and the restraining forces reduced. It is imperative to assess the political pulse. Who will gain from this change? Who will lose? Who has more power and why? Can those power bases be altered? How?
Assess the political climate by examining the reasons for the present situation. Who in control may be benefiting now? Egos, commitment of the involved people, and personal likes and dislikes are as important to assess as the formal organizational structures and processes. The innovator has to gauge the potential for resistance.
The costs and benefits of the proposed change are obvious focal points. Also assess resources—especially those the manager can control. A manager who has the respect and support of an excellent nursing staff has access to a powerful resource in today’s climate.
Analyze Data The kinds, amounts, and sources of data collected are important, but they are useless unless they are analyzed. The change agent should focus more energy on analyzing and summarizing the data than on just collecting it. The point is to flush out resistance, identify potential solutions and strategies, begin to identify areas of consensus, and build a case for whichever option is selected.
At a not-for-profit hospital in the process of seeking Magnet status, each service line is looking for opportunities to improve standards of care, efficiency, and patient safety. In the ambulatory surgery center, the process of providing preoperative services was often slow and inefficient. The surgery center nurses were charged with finding ways to improve efficiency.
Planning Planning the who, how, and when of the change is a key step. What will be the target system for the change? Members from this system should be active participants in the planning stage. The more involved they are at this point, the less resistance there will be later. Lewin’s unfreezing imagery is relevant here. Present attitudes, habits, and ways of thinking have to soften so mem- bers of the target system will be ready for new ways of thinking and behaving. Boundaries must melt before the system can shift and restructure.
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