Change Management

 

Change related to the individual, group and organisation

This change affects the individual, group and the organisation in many aspects. However, it most greatly affects the individual and the group. This change affects the individual based on their day to day work protocols and procedures; in doing so, it causes them to forget the old way of completing a task, and develop the new skills involved in performing the new way. It also affects the individual based on their cultural expectations, such as the concept that one must be physically strong in order to be a nurse.

It affects the group based on their work protocols and procedures when transferring a patient, as well as affecting their cultural beliefs regarding what defines a nurse. It affects the decision making process of people within the group, based on what they previously believed to be an okay physical requirement. It affects the group in the way they work together, because there will be some who repudiate the cultural change, and this may affect the group, because others may wish to conform. For example, some individuals within the groups, may wish to boycott the new technology and views associated with it, and because of the minority’s desire to conform to the group, groups of nurse will not utilize the new technology.

Lastly, it affects the organistion in the way it structures protocols. For example, number of staffing required during a transfer may be reduced. Furthermore, due to conflicting views off the change, the introduction of conflict within the organization may develop; and, depending on the outcome of this conflict, it may be either good or bad for the organisation (Capozzoli 1995, p. 2).

Analysis of organisational change in terms of work culture and ethical considerations

According to Robbins et al, work culture may be defined as ‘a system of shared meaning held by members that distinguishes the organization from other organisations’ (2004, p.439). In Nepean Hospital, there are many work cultures that distinguishes the organisation from that of other organisations; however, with reference to this specific change, the most prominent shared meaning is ‘that to be a nurse, you must be physically tough.’ This organsiational change has affected the organisational culture by shifting the old meaning of a nurse as ‘becoming tougher if he or she can’t lift,’ to the new concept of ‘nurses require technologies, not strength.’

According to Preston ethics may defined as ‘doing what is right, fair, just or good; what we should do, not just what is the case or what is the most acceptable or expedient’ (2001 p.18). Although ethics, by their sheer nature, are arguable, and open to the specific perception of the individuals viewing them, many can argue that this change has been ethically right and beneficial. In this case, the change to Nepean Hospital may be considered ethically right, based on the concepts of utilitarianism, which is the ‘goal of providing the greatest good for the greatest number’ (Robbins et al 2004, p.151). This is because it improves the working conditions of all the employees involved or directly affected by the change, as well as making it safer for those patients who require the use of the changed technology as a patient.