First the team must know the current frozen circumstances The visiting hours at

First the team must know the current frozen

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First the team must know the current frozen circumstances. The visiting hours at the facility are as follows: for the ICU and Labor and Delivery there is 24/7 access for a limited amount of people such as the mother’s partner in L&D or a spouse, child or parent in the ICU. The same visiting hours apply in the ER as well. The number of people allowed to visit at one time is also limited. On all the other inpatient floors with the exception of the behavioral health units there are open visiting hours from 9am to 9pm daily. The proposed change would be to extend the visit hours to allow 24/7 access to the patient by all family and friends. The team would then identify barriers to the change as well as the driving forces for change. This information would be the moving aspect of the theory. Some of the forces resisting change would be the senior staff nurses, passive unit managers, security concerns, low patient satisfaction scores. Driving forces for the change will include new staff educated in the new policy, a new administration, the change is made mandatory, a new facility vision of patient centered care and monetary incentives for improved patient satisfaction scores. The refreezing aspect of the theory will be the new visiting hours being accepted by the staff and community the facility serves. Acknowledging that patients need their families with the in order to recover is a new concept. Acknowledging the different cultural customs of patients is part of becoming culturally diverse. Becoming a patient-family centered facility means putting the patient in the driver’s seat of their care. Something as simple as allowing patients to be able to see family at all hours can show the patient that their needs are important to their care. This can allow patients to feel in control of even a small aspect of their illness.
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ORGANIZATIONAL LEADERSHIP 7 Financial Implications The financial implication of the strategy can be estimated due to the time it will take to implement. This strategy can be piloted on a single unit limiting the financial cost, while at the same time be used as an example or template for a facility wide deployment. Some of the costs to think of will be the need for more security staff, marketing to inform patients and the community of the new patient-centered hours and CBT training to the staff on the patient- centered care vision for the facility. The financial gain will come in the form of increased patient satisfaction scores and the elevation of the facilities reputation. This growth will bring more patients to the facility. This in turn will increase the revenue encored by the hospital. Patients that are satisfied tend to have a more pleasant demeanor and will have less conflict with the staff. This will also result in less staff turnover and a decrease in recruitment needs.
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  • Spring '16

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