NURS FPX 6212 Assessment 1 Quality and Safety Gap Analysis Implementation of Changes that foster a Culture of Quality and Safety

A safety and quality-oriented culture can be improved in a number of ways by the suggested measures. By learning new techniques for inserting urinary catheters, the healthcare professionals who work in the inpatient unit will be capable of improving the health and wellbeing of their patients (Van Buijtene, 2019). By altering the care provider’s viewpoint of managing urinary catheters, these competencies will enhance their thoughts and actions in the coordination of healthcare. The recommended practices gradually become part of the setting’s culture as more healthcare professionals, particularly nurses, use them. As a result, the patient’s health circumstances in the inpatient unit will change, decreasing their risk of contracting CAUTIs (Van Buijtene, 2019).

However, it can be difficult for the recommended practices to become ingrained in the facility’s culture, even though the practice improvements are considerably more advantageous to the organization in terms of minimizing CAUTIs. This is in part because healthcare professionals grow wary of change when it occurs at work. The culture among facility personnel is that certain employees are under-trained or lack expertise when it comes to appreciating the significance of lowering catheter associated UTIs (Van Buijtene, 2019).

Outcomes affected by Organizational Cultures

The personnel at Augusta University Medical Center occasionally resists change, based on the institution’s culture. Therefore, persuading the healthcare industry to accept the suggested reforms may be more difficult. The facility also employs a simulated chain of command, which requires that any changes that must be made in the environment be informed to the adjacent junior or senior level (Augusta University Medical Center, n.d.). Should any of the employees in this situation fail to release important knowledge, no change can be made. Lastly, the company practices participative approach, where the majority’s choice is implemented. The recommended methods cannot be put into practice if the majority rejects the change (Augusta University Medical Center, n.d.).

Justifying the Necessary Changes

The conceptual model will help in changing several organizational, quality-related, risk- and protection, interactions, and leadership-related activities, among others. Kurt Lewin’s Change Model or Spradley’s Theory of Change are the two theories that should be taken into consideration (Hussain et al., 2018). According to Spradley’s Theory of Change, there are eight steps: identifying the necessity for adjustment, diagnosing the issue, evaluating potential solutions, choosing the change to be implemented, planning the change, carrying it out, evaluating it, and stabilizing the change (Hussain et al., 2018). To match the problem that needs to be solved, each step needs to be precisely calculated. The Lewin’s Change Model is the next pertinent hypothesis. The three phases of unfreezing, changing, and refreezing are used in this hypothesis (Hussain et al., 2018). The goal of the unfreezing stage is to raise awareness of the ways in which the organization is hampered in some way by the status quo, or present level of acceptance. Through successful collaboration and research, the organization’s perceptions are dispelled. The change’s execution, known as “transitioning” or “moving,” characterizes the altering stage. At this point, the shift manifests. Refreezing in the third stage represents the process of bolstering, stabilizing, and consolidating the changed condition (Hussain et al., 2018). Changes to organizational procedures, objectives, structures, programs, or personnel are recognized as the new standard and refrozen. The organization’s culture has been altered by the transition. These adjustments are required because they advocate for a culture of safety and excellence (Hussain et al., 2018). As a result, the new improvements successfully prevent any potentially negative repercussions.