I completed an organizational self-assessment tool for my facility. The model talked about assessing the organization for strengths and weaknesses. I would say that we are prepared for continuing change to be implemented in our facility. A recent motto that my place of employment has adopted is “complete the dream, continue the vision.” My facility is well on its way to understanding the vison of what we need to complete our goal. Our facility promotes a positive attitude towards EBP and is always ready for a change. Our administration is very receptive to the current practice and standard of care. Our staff has a positive attitude about providing the best patient outcomes that we can have. We really do care for our patients and their well-being. There are a few of us that do not like change, though. I am even guilty of saying, “if its not broken, don’t fix it.” I am one of those nurses who has worked here long enough that sometimes I resist the change because we’ve done it this way for so long and its working. We must remember, though there is a logical reason (most times) for change. We do have patients, however that refuse to change. It is frustrating for staff when we educate over and over, and the patients still give us the same results and noncompliance. We do, however have some great, receptive patients that agree to do anything to improve their health. There are always advancements happening and the standard of care seems to constantly change. Our staff is on our way to accepting these changes though some have not been implemented yet. Staff mostly will agree to EBP if there is sufficient research to support “why we must go through the change.” If It seems to benefit the patient then we can change our ways, but if it seems like much work for little result it is a bit harder to accept. We are prepared to use data for implementation of service plans. Staff does good at measuring and keeping track of progress with clients. We use electronic health records to keep our patient’s information. Organization has a QA/QI manager and is very good at monitoring any shortcomings. The facility is informed of the urgency and creates a coalition. Next, the facility comes up with a strategy and plan for what they are trying to implement. We have a great communication specialist who is great at letting everyone know of what is upcoming. The employees are given the tools they need to make the change and the resources. The new approach is then locked in and the change is made. The hospital board is made up of great people and they make me feel like my efforts are appreciated.

References
Thomsen, S. (2013, February 17). Kotter’s 8 step organizational change model. [Video File]. Retrieved from https://www.youtube.com/watch?v=LxtF4OXzhyI#action=share

(2018). Retrieved from http://www.arts.texas.gov/wp-content/uploads/2012/05/Organizational-Self-Assessment-Tool.pdf