Clarion Court Skilled Nursing Facility’s scenario highlights the need for change management driven by functional interdisciplinary collaboration. The right framework entail awareness about a shared vision and the behaviors and value appropriate for making meaningful progress throughout the change process. One viable strategy for the facility involves transformational leadership. The leader uses person-centered approach to create an open, honest, and transparent environment (Asif et al., 2019). This way, everyone gets the chance to share suggestions about adjustments necessary to achieve the best results.
The transformational leader eliminates status quo triggered by power distance and hierarchical barriers (Asif et al., 2019). Excellent communication and information flow are also appropriate to enable leaders to clarify the proposed changes, reasons, and implications on the care team. The move allows everyone to understand their roles in the change process and actively share ideas, experiences, and knowledge relevant for improving outcomes. Change management should also align with guidelines captures in theories such as the Plan-Do-Study-Act (PDSA). The theory allows leaders to clarify action steps and encourage collective buy-in. In this case, leader at Clarion Court Skilled Nursing Facility should develop a comprehensive plan characterized by meetings and briefings that make everyone aware of the proposed changes. A clear explanation of the change guides the care team to transition to the next phases that involve implementing, studying improvements, and using the lessons to adopt EHRs that meet collective aspirations.
As I conclude, it is visible that successful changes depend on leadership traits and qualities. Competent leaders recognize collective buy-in and the need to listen to employees suggestions. The transformational leader is appropriate for successful change management. The leader eliminates status quo, explains proposed changes to the care team, and encourage team-based functions to achieve the best outcomes. Further, the right leaders establish communication pathways to improve information flow across the organization.
Asif, M., Jameel, A., Hussain, A., Hwang, J., & Sahito, N. (2019). Linking transformational leadership with nurse-assessed adverse patient outcomes and the quality of care: Assessing the role of job satisfaction and structural empowerment. International Journal of Environmental Research and Public Health, 16(13), 1-13. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6651060/pdf/ijerph-16-02381.pdf