Having a vision of Change is important as part of your change effort. Have an image of Change as part of your change initiative.
Healthcare organizations are undergoing change at a much quicker pace than other industries in terms of technology, workforce, patient expectations, and regulations. In an ever-evolving environment, organizations are constantly challenged to transform in order to provide high quality care to the patient and high-quality care to the organization. In order to be successful in organizational Change, one needs to have the ability to lead, vision and engage stakeholders. Change initiatives are a structured way of dealing with a problem and helping staff during a period of Change. Staffing shortages and burnout in healthcare, which are covered in this paper, are a crisis. It looks at the factors external and internal that contribute to Change and offers a recommendation for a nurse retention and wellness initiative and the vision of Change based on Christian ethical principles. The paper also considers the feedback provided by the stakeholders to the proposed Change and how the concerns can be addressed.
Organization Description
Analysis is from a regional, not-for-profit, acute care, emergency care, surgical, maternity and outpatient care hospital. The hospital is multi-ethnic with quality and compassionate care which fosters community health. It’s responsible for delivering safe, high-quality, patient-centered health care and advancing wellness and the health of the community it serves. The mission is to support and help with decision making and to model the organization’s dedication to excellence, compassion and service. There are a number of key stakeholders involved in the organization. Internal stakeholders are nurses, doctors, administration, department managers and support staff. External stakeholders involve patients, families, insurance companies, local communities, and government, accrediting bodies (Ramar et al., 2025). It is important that the services the organization provides are effective and that the organization is sustainable, to all stakeholder groups.
The internal and external factors which are impacting Change in the organization.
There have been numerous changes in the healthcare industry over the last 3 years. In fact, there are a number of factors that have been contributing towards the need for adaptation and transformation of these organizations. There is only one significant outside factor: The nursing shortage in the country. Despite the ongoing growth of the healthcare industry, qualified nurse and employee attrition, as well as employee burnout are still issues plaguing many healthcare organizations. Lack of this can also contribute to the workload of current workers and impact patient care (Haddad et al., 2023). Another external factor is technological developments. Organizations need to maintain up-to-date and staffed systems as they continue to move towards electronic health records (EHRs), telehealth, and digital healthcare technologies. While technology can help to increase efficiency and provide better patient care, it can also be costly and needs organizational Change.
The third is the evolution of the rules and requirements of health care quality assurance. Government agencies or accrediting organizations continually add new regulations, and this does not only include reporting, quality control and patient safety regulations. An important step towards financial sustainability and accreditation is compliance. Some other internal forces are also at work to make a need for Change. Burnout among employees in health care facilities is a big problem. Nurses and others in the health care field are not as satisfied with their job as they once were because of the lack of prepared staffing, stress and workload. High turnover is another problem within the company. High staff turnover rates result in staffing expenses, staffing shortages and staffing disruptions. Besides, the inter-department and efficiency of the organizational is also declining owing to internal and external factors. Low levels of staffing, or staff being burnt out, can impact productivity, patient satisfaction, medical errors and also make it difficult for the business to afford. If they don’t encounter these challenges, organizations could not continue its mission or provide quality health care services.
The most desired was the absence of nurses as well as nurse burnout.
One of the crucial activities of any healthcare organization is to recruit skilled nurses. There are a host of factors that impact healthcare organizations, such as nursing shortage and employee burnout. Nursing is an important role and if there were not enough nurses, it would have a negative impact on patients’ care received and nurse health. Bae (2024) reported that there were more current employees who were also having to put in more efforts due to the lack of nurses. Nurses are likely to be working overtime, have more patients and have more stress. It is these that bring about emotional exhaustion, dissatisfaction at work and emotional burn-out. Employee burnout has the potential to cause a number of organizational issues. Burnt out workers can be less engaged, less productive and with higher absenteeism. Staff do not “burn out” and this can help to reduce the staffing issue as a result of staff turnover. Patient care implications could include lack of communication, decrease patient satisfaction, and increased medical errors. If they’re unsolvable, then the nursing shortage, as well as the issue of burnout, can result in long-term financial and operational issues for the organization. Therefore, leaders need to take the initiative to look after staff and improve the stability of staff.
Proposed Change Initiative
The organization should create a Nurse Retention and Wellness Initiative which will help solve the nurse shortage and nurse workers’ burnout. This will assist in meeting the first goal of the staff satisfaction that is minimizing staff turnover and maximizing patient output. The first step would be to carry out an extensive evaluation of the organization. Employee survey, employee interview and staffing analysis are the three important tools to be used to determine the key causes of employee burnout and turnover. When there’s a clear understanding of the concern of the employees, it will be easier to design specific solutions. The second step is to enhance the working of staff. To improve the effectiveness of recruitment processes, and to facilitate retention of healthcare professionals, Leadership should focus on these elements: Goens & Giannotti (2024). A focus on minimizing excessive overtime should also be on hand, as should be a focus on having safe staffing ratios. The third step is to enact employee wellness schemes. This may involve mental health counseling, stress management programs, peer support groups and wellness activities that can help develop your sense of balance and strength. It will be directed at developing professional learning opportunities in 4th step. Employee mentoring, ongoing training and development, leadership growth and development, and career advancement augments employee engagement and satisfaction. Continuous evaluation is the last step. Leaders should monitor regularly and make improvements if necessary to ensure that the changes are effective. Evaluation of the program’s effectiveness is needed and employee, patient satisfaction and employee turnover levels should be tracked to improve the program.
Predictions of the reaction of staff to the change programmed. Anticipated reactions of staff on the change initiative.
The proposed change initiative may have different levels of response from employees in the organization. Senior leaders will be extremely positive about this as it will support the organization’s objectives in terms of stability, quality and patient safety. Some leadership may have concerns about costs of implementation and resource allocation, however. While the initiative is overall supported by department managers, there might be challenges related to scheduling changes, staff changes, and who will implement the initiative. It will be important to use communication and leadership support during this phase. Staff nurses will be required to be responsive as the initiative is directly addressing many issues in the workplace. But if the organization has not been a success, there may be some employees who have some doubts at the start. Trust, transparency and consistent communication are critical to the building of these. Other health workers and support staff may be ready too; better staffing and working environment could be a factor in good working relations and reducing stress.
The Vision for Change is based on Christian Ethical Values.
The Vision of Change is:
We will be a caring and supportive environment where our patients’ care will be better, our employees will be better treated, our leaders will be better people, and will be stewards and servants to our patients and employees. This Vision contains a number of Christian ethical principles. The focus of stewardship is about the proper use of organizational resources, and the first need of employees and patients. Compassion is to reflect the example Christ has set us to care and help those in need. Encouraging integrity, accountability and ethical decision making is a vital aspect of integrity. Respect for Human Dignity is the recognition of the value of each employee and patient. Supporting the lives of people and communities through providing service supports the development of the commitment of the organization. The values can be infused in the change process and play a part in creating a more culture of trust, co-operation, and shared-effort in the change process.
The Vision will impact the following internal stakeholders:
The envisioned Vision can be a catalyst to get internal stakeholders to agree to the change initiative and commit to it. When nurses feel their leaders truly care about them and their contribution, more likely they will be willing to change. The Vision also instills confidence in the Workforce and Leadership by stressing the need to make ethical decisions and be open and transparent. Individuals feel cared for and valued, and are more likely to be engaged and willing to go the extra mile for the success of the organizations. The Vision also includes the health of employees and links their behaviors to outcomes of the care they provide. There is correlation between stress and job satisfaction and the quality of care that employees provide. This will add to the mission of the organization and will be aligned with the organization and benefit staff and patients.
Meeting stakeholders’ queries and resolving their issues.
While the proposed project can have a number of positive outcomes, there are some concerns raised by stakeholders. A typical challenge is the expense of incorporating staff enhancements, wellness initiatives, and expert enhancements. To ease this worry, Leadership should concentrate on positive long term financial gains that may be gained from employee retention, improved retention and better results with patients. One of the other issues is resistance to Change. There may be doubts among some employees that the program will have any impact. To address this concern, Leadership needs to promote their employees in the planning process, and provide ongoing communication and report back as implementation proceeds. Staff may be faced with heavier workloads during the transition period too. Leadership of Change should be slow and steady to minimize disruption and resources and support should be given. Finally, there will be questions as to the success of the effort among stakeholders. If he or she is able to establish trust with his or her colleagues and demonstrate measurable objectives and consistent reporting of results, he or she can foster trust with his or her colleagues and show them the organization’s commitment to continuous improvement (Yu et al., 2024).
Conclusion
Many external and internal factors must be fine-tuned to achieve the objectives and optimal functioning among healthcare organizations. Nursing shortage and employee burn-out are common issues that can arise as they can affect employee satisfaction, patient care and overall organizational functioning. Effective staffing, wellness plan, staff development and continuous evaluation can provide a viable answer for the issues that the Proposed Nurse Retention and Wellness Initiative can address. The Christian ethical principles of stewardship, compassion, integrity, respect for human dignity and service to others are the foundation of the Vision for Change. Healthcare leaders can foster a positive culture for their organization that supports this Vision and help their employees contribute to a successful organization by having them participate in the transition process, which will also help to enhance patient outcomes.
References
Ramar, K., Oxentenko, A. S., & Dowdy, S. C. (2025). Transforming Health Care Through Quality and Safety. Mayo Clinic Proceedings, 100(8), 1385–1401. https://doi.org/10.1016/j.mayocp.2025.04.012
Haddad, L. M., Annamaraju, P., & Toney-Butler, T. J. (2023, February 13). Nursing Shortage. Nih.Gov; StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK493175/
Bae, S.-H. (2024). Nurse Staffing, Work Hours, Mandatory Overtime, and Turnover in Acute Care Hospitals Affect Nurse Job Satisfaction, Intent to Leave, and Burnout: A Cross-Sectional Study. International Journal of Public Health, 69. https://doi.org/10.3389/ijph.2024.1607068
Goens, B., & Giannotti, N. (2024). Transformational Leadership and Nursing Retention: An Integrative Review. Nursing Research and Practice, 2024(1). https://doi.org/10.1155/2024/3179141
Yu, H., Zhang, T., & Zhang, P. (2024). Boosting Engagement: Effects of Wellness Programs in Hospitality Workplaces. Administrative Sciences, 14(11), 271. https://doi.org/10.3390/admsci14110271
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Change Initiative: Creating Vision for a Change
SUBMIT ASSIGNMENT
Start Date
Jun 4, 2026, 12:00 AM
Due Date
Jun 10, 2026, 11:59 PM
Points
100
Rubric
View Rubric
Status
Upcoming
Assessment Traits
Requires Lopeswrite
Assessment Description
A change initiative is a systematic approach that deals with the transition or transformation of organizational goals, core values and culture, and processes or technologies. It is not just about adopting a new system or enforcing a new policy. Change initiatives aim to address an organizational challenge such as outdated processes, products or staff behaviors. The purpose of every organizational change management initiative is to successfully implement strategies and methods for effecting change and helping people to accept and adapt to change.
Throughout this course, you will be creating and applying a change initiative for the organization identified in this assignment to other topics. You will utilize this change model for your final paper in Topic 8.
In a written paper of 1,250-1,500 words, evaluate the current internal and external forces driving change in your field or industry or one that you are familiar with, within the previous three years. For students not affiliated with an organization, select an existing organization that aligns with your professional interest. The organization should be described, including its mission and identifying the various stakeholders involved.
As a leader, or considering the role of a leader, assess your organization and evaluate how well it is responding to the internal and external forces, and identify where there is a need for change. Develop a vision to inspire this change. Include the following:
Describe your organization, including the organization’s mission, and identify the various stakeholders.
Identify the external and internal forces that drive the need for organizational change in your field or industry. Explain the origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.
Choose one of the driving forces. Analyze the specific issues this driving force creates, or will potentially create, for your organization or department.
Propose the steps needed for your organization or department to respond to this driving force.
Predict how employees at various levels in the organization will respond to your proposed change initiative.
Develop a vision for change that incorporates Christian ethical values. This vision can emphasize stewardship, ethical leadership, care for employees, and commitment to the greater good, aligning with Christian teachings.
Predict how you think your vision will assist internal stakeholders in supporting the change initiative.
Identify potential interests and concerns that may be posed by internal stakeholders and discuss how you will respond.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center.
This assignment uses a rubric. Review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.
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