Then it can address the accuracy of data later. Patient safety is the top priority. The hospital should adapt the Kotter’s eight-step change model (Guizhen, S., 2016). The concept behind this model is to change the culture of an organization by changing people’s current behaviors through connecting with them emotionally. The eight steps are: “create urgency (need for change), build the guiding team, get the right vision, communicate for buy-in, empower action, create short-term wins, don’t let up and make it stick” (Guizhen, 2016, p.583). Urgency to change is communicated to key stakeholders using data from hospital-acquired infections reports. A guiding team helps develop implementation and evaluations plans with the hopes to increase risk-management abilities. Effective strategies are evaluated and rewarded. Guizhen (2016) reports that such models like Kotter’s change model helped save “hospital significant costs that would have been spent in treating the hospital-acquired infections” (Guizhen, 2016, p. 585). Another alternative is for the hospital to demote the infection control nurse. She is not preforming well. She has not motivated the employees or department heads to maintain a culture of zero tolerance of hospital acquired infections. It is her responsibility to have solid, accurate data and systems in place to safeguard patients and employees from preventable
Then it can address the accuracy of data later. Patient safety is the top priority. The hospital should adapt the Kotter’s eight-step change model (Guizhen, S., 2016). The concept behind this model is to change the culture of an organization by changing people’s current behaviors through connecting with them emotionally. The eight steps are: “create urgency (need for change), build the guiding team, get the right vision, communicate for buy-in, empower action, create short-term wins, don’t let up and make it stick” (Guizhen, 2016, p.583). Urgency to change is communicated to key stakeholders using data from hospital-acquired infections reports. A guiding team helps develop implementation and evaluations plans with the hopes to increase risk-management abilities. Effective strategies are evaluated and rewarded. Guizhen (2016) reports that such models like Kotter’s change model helped save “hospital significant costs that would have been spent in treating the hospital-acquired infections” (Guizhen, 2016, p. 585). Another alternative is for the hospital to demote the infection control nurse. She is not preforming well. She has not motivated the employees or department heads to maintain a culture of zero tolerance of hospital acquired infections. It is her responsibility to have solid, accurate data and systems in place to safeguard patients and employees from preventable