Managing Change When You Should Be Load Balancing Your Employees
PEN / MHQP / ASQNov 10 2015
John R. (Skip) Valusek PhD CPHQPEN Judge MHQP Member
[email protected] 226-8410
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Other Titles Considered for today:1. Managing Change in Industries that are Knowledge and Decision Intense
2. Safety, Sanity and Success Amid an Avalanche of Change
Why Dont We Load Balance Employees ?
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Objectives
1. A different perspective on how change affects patient safety, staff sanity/satisfaction, AND the probability of success of your project or program of projects;
2. Ability to address the avalanche of change as two processes.
3. An understanding of the components of the Change Calendar and how to estimate the cognitive impact of projects on caregivers; and
4. An understanding of what it takes to champion a Change Calendar in your organization.
At the end of this session, you should have:
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PresenterPresentation NotesQ&A: Please feel free to ask questions anytime. Feel free to ask questions at any time. This is a discussion, not a lecture.
Whos attending today from theseDecision/Knowledge Intense Industries?
Health Care
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Education
Other Decision/Knowledge
Intense Industry ?
Professional partnership model; medication reconciliation; new staff starting/orienting/precepting; new nursing students; new hospital planning; new equipment (SCD pumps, ceiling lifts); focus on decreasing overtime; focus on increasing team playing; focus on patient Picker scores "would you recommend?"; telemetry training; new protocol for insulin pens w/discharged patients (needle packets); added edunet modules outside our usual training time frame (diabetes, moderate sedation, influenza); management changes; construction/detours outside and inside building; Electronic Medical Record changes/updates monthly; relocation of our supply room; focus on email as primary source of information/no paper postings; daily medicaredischarge notices; patient room changes/ loss of private rooms.
Avalanche Example: HealthCare / Hospital What changes are currently occurring in your unit/department?
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Human Factors & Patient Safety
Stress & fatigue Lack of familiarity with the task Trying something new under pressure Information overloadWorkload & multi-tasking Doing more with less resources Favoring production over safety Task saturation Task prioritization
Cognitive factors that contribute to error*:
* Simpson & Knox:Adverse Perinatal Outcomes: Recognizing, understanding & preventing common accidents. AWHONN Lifelines, Jun-Jul 2003
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How often do you feel you are in "information overload" ?
0
10
20
30
40
50
60
70
Never Rarely Sometimes Often Almost Always
Non-NursingNursing
Baseline Survey:How often do you feel you are in information overload?
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Chart5
26
3723
4166
1752
720
Non-Nursing
Nursing
How often do you feel you are in "information overload" ?
Data
HospitalDepartmentRolePreceptorPreceptor RoleDateAgeHealthcare YearsHealthEast YearsSimultaneous ChangesManageable ?Energized ?Prioritization difficulty ?Information Overload ?Adequate Prep ?Other Dept Defined
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jloymedical Asst233225
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jnsyn542343
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josn11/26/0755523452Adjunctive Therapy
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jbsn11/30/07452310343224cardiac rehab
jbsn11/30/07553321343234cardiac rehab
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jbsn11/28/07523110433224cardiac rehab
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jnsna22332333
jnsn534333
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josn11/20/073822344224spiritual care
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josy11/20/07682020432234spiritual care
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