Change in the Organization

Critical planning is essential for any organization that aims to achieve its goals. The firm must ensure there is critical planning of all activities including implementation of change (Laureate Education, 2012). The proposed changes have an impact on employees’ performance thus the need to guide them through the change process (Marquis & Huston, 2017). The most significant change in my organization has been the addition of a new unit; the uninformed services unit to the psychiatric facility. Initially, the dual-diagnosis unit hosted active military patients, but upon implementation of the change, the new unit had active and inactive military patients and their spouses, as well as the policemen thus changing the dynamic of the existing dual-diagnosis unit.

The Impact of Change

The change had a significant effect on my roles and responsibilities. The military patients could no longer seek their services in dual-diagnosis unit, and that means that I am not as busy as I used to be before. There is also a change in the focus groups (codependence groups). Previously, there were PTSD and trauma groups, but presently, most patients are drug and alcohol users while others are mentally ill. On the other hand, before this, some of the patients had PTSD and other issues related to drug and alcohol abuse. Most military patients are respectful and easy to work with; therefore, every nurse prefers to work in the new unit.

Rationale for Change

The change aims to enhance the quality of care for military patients (McAlearney et al., 2014). Military work is quite involving, and their personnel goes through a lot of stress. As a result, most of them find it difficult to achieve a work-life balance. Trauma and PTSD are common among military personnel who mostly suffer from depression and suicidal thoughts. It is, therefore, necessary to address the psychological needs of these patients.

Outcomes of the Change, Management, and Suggestions

The organization has achieved its goals. The military patients now have a counselor who understands their needs because she is also a veteran. She knows how to handle PTSD and trauma groups and can relate positively with the patients. The management had adequate preparation for the changes and involved the employees in the change process thus facilitating achievement of the set goals (Mitchell, 2013). However, the new unit could perform better if the nurses have adequate knowledge of PTSD. This calls for the need for training. The nurses can also shift between the new unit and dual-diagnosis unit especially when one unit has an overflow of work to enhancing efficiency and improved quality care.

References

Laureate Education (Producer). (2012g). Organizational dynamics: Planned change and project planning. Baltimore, MD: Author.

Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th Ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

McAlearney, A., Terris, D., Hardacre, J., Spurgeon, P. Brown, C., Baumgart, A.,  Nyström, M. (2014). Organizational coherence in health care organizations: Conceptual guidance to facilitate quality improvement and organizational change. Quality Management in Health Care, 23(4), 254–267 doi: 10.1097/QMH.0b013e31828bc37d

Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing Management – UK, 20(1), 32–37. doi: 10.7748/nm2013.04.20.1.32.e1013. Retrieved from the Walden Library databases.