Communication to Organization Communicating the progress and outcomes of the

Communication to organization communicating the

This preview shows page 12 - 15 out of 16 pages.

Communication to Organization Communicating the progress and outcomes of the change during planning and implementation are crucial aspects of being a team leader. Open communication and being transparent are key concepts of patient and family centered care. Transparency by the multidisciplinary team with upper management and leadership, nurses, physicians, patients, family members, and the public is imperative to the success of change implementation. Communication to the Target Population: Method of Communication Intended Outcome of Communication Upper Management and Leadership The Nurse Manager or Team Lead will be a liaison between the team and upper management. Weekly reporting to upper management will include reviewing meeting agenda and minutes, current progress on organizational changes, and list of teems needs/requests. Up-to-date information provided to upper management provides a forum for the exchange of ideas and suggestions. Keeping upper management abreast of team accomplishments or setbacks allows for transparency. Nurses, Ancillary Staff, and Physicians The Nurse Educator will develop and implement in-services education on the change strategy. In-service education will be conducted on the units and Transparency with all stakeholders allows for acceptance of the change process. Including employees throughout
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ORGANIZATIONAL LEADERSHIP 13 utilization of online NetLearning to ensure broad coverage of information insemination. Progress/update emails will be sent to ensure all staff members are apprised of the members of the team, progress of the change strategy, and how PFCC is being incorporated into the change process. the change process ensures understanding and accountability of the intended change within the organization. Providing regular process change progress emails, allows employees to voice concerns and questions about the changes, allowing the team to prepare to combat these challenges. The Public, Patients, and Families The Team Lead with assistance by other team members will maintain updated information for the hospital’s website, media platforms, and electronic newsletters regarding the change strategy. The Informatics Nurse will help track team progress on a monthly basis. Marketing that welcomes participation from patient and families on an advisory council will be sent out to reach a vast, diverse group of participants. Brochures will be available in hospital common areas to promote the change strategy and engage additional interest. As an informative tool for communication, the public will be able to see the goals of the process change strategy. Transparency of the progress of changes will provide the public, patients, and families with confidence in their healthcare team. Tools for the Team The Keirsey Temperament Sorter (KTS) is a self-assessment questionnaire that was designed to help a person to better understand who they are, why they do what they do, and how
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ORGANIZATIONAL LEADERSHIP 14 to build effective relationships (About Keirsey Assessments, n.d.). The KTS can help identify habits of communication, characteristic attitudes and values, the types of contributions one makes in the workplace, as well as strengths and shortcomings of a person. The KTS can help individuals understand how their temperament guides their behavior.
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  • Spring '16
  • Nursing, Advisory council

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