EDD FPX 8020 Assessment 3 Reflection in Practice: Change Management and Action Research

EDD FPX 8020 Assessment 3 Reflection in Practice: Change Management and Action Research Student Name Capella University EDD-FPX8020 The Dynamics of Organizational Improvement Professor Name Submission Date   Reflection in Practice: Change Management and Action Research Slide 1: Hi! I am____, and I am here to discuss how critical thinking, change process organisation and collaborative inquiry can serve as solutions to organisational problems and promote change. Slide 2: A problem of practice is a long-standing problem in an organization that doesn’t allow it to move forward, to improve its effectiveness, or to produce quality results. The problem of nurse burnout and turnover in high-intensity units like emergency and inpatient care is one of the most pressing problems in the healthcare setting. The intended audience of the presentation below is nurse managers, frontline nurses, and healthcare administrators (Lim & Ooi, 2023). In the next presentation, the tool of critical thinking as proposed by Paul and Elder, the four-stage change and process as described by Stroh, and the Look-Think-Act action research model as developed by Stringer and Aragon should be used to analyze the problem, offer solutions, and promote organizational learning. The Application of Critical Thinking Tools Slide 3: The critical thinking model developed by Paul and Elder focuses on clarification of complex organizational problems by applying intellectual norms, aspects of reason, and intellectual qualities. Using these types of tools on the problem of nurse burnout sheds some light on the severity of the problem and reveals the possibilities of effective solutions. It is especially useful regarding the intellectual norms of clarity, precision, and depth since assumptions about burnout tend to be unclear or simplistic (Lim & Ooi, 2023). Indicatively, perceiving burnout as an unavoidable aspect of the nursing profession is not precise, and it does not allow one to delve into the underlying factors. The requirement to clearly define the problem prompts the leaders to state the factors predisposing the issue, including workload disequilibrium, understaffing, and lack of wellness programs (Carthon et al., 2020). Being accurate involves gathering credible information about turnover rates, absenteeism, and patient outcomes, so that the strategies put forward are in line with the realities in the organization. The depth demands considering the interaction of emotional exhaustion, team dynamics, and organizational culture, which justifies the benefits of a systems perspective (Dochy & Laurijssen, 2021). The identified standards help to bring leaders closer to an accurate and holistic concept of burnout, establishing the foundation of effective and sustainable interventions. Slide 4: The elements of thinking also contribute to the accumulation of our knowledge since the variables that exist make burnout a purposeful, assumptive, and perspective problem. The reason is not only to support the well-being of nurses but also to guarantee safe patient care, but unchallenged assumptions may include assumptions that stress is an unavoidable part of working in a unit with a high workload or that leadership is not directly related to the experiences on the front line (Santos et al., 2021). The stakeholders would be able to reformulate by identifying the assumptions to encourage positive communication. Implication-focused thinking also leads one to highlight the repercussions of not taking action, such as high turnover, decreased morale, and lowered levels of patient safety (Kelly et al., 2021). The realization of solutions that would take into account both administrative priorities and the experiences of frontline staff can be found in several lines of thought, which is in line with the emphasis of Senge on shared vision and team learning (Burt, 2022). Finally, such intellectual traits as empathy, humility, and perseverance would also be significant in determining burnout. Empathy assists in creating awareness of how the nurses get emotionally exhausted, humility in the system leads to re-examination of the dogmatic thinking method, and perseverance causes the systemic issues to be resolved in the long term. The specified traits are directly associated with building strong teams able to learn throughout their existence (Hussein et al., 2024). The synergistic approach of critical thinking tools provides a systematic process of describing the classical factors of burnout and emerging false assumptions, and guiding the organization towards evidence-based and open-minded approaches. The Application of the Four-Stage Change Process Slide 5: The four-stage change process method and the establishment of shared vision, understanding of existing reality, creative tension, and commitment to structural change, introduced by Stroh, is a promising solution to the problem of nurse burnout and turnover in the emergency and inpatient units. The first, the shared vision, is when organizational leaders collaborate with nurses and administrators to develop an organizational purpose that would concentrate on the well-being of the staff and patient safety. When implemented in a vision, inclusiveness and respect for divergent points of view empower staff to be more willing to strive towards long-term betterment (Dochy & Laurijssen, 2021). As an example, hospital CEOs can arrange visioning sessions during which nurses are allowed to write down their personal goals (e.g., the necessity to possess balance in their jobs) that can be integrated with organization-specific goals in terms of retention and quality of provided care (Hussein et al., 2024). This kind of congruency between individual and organizational interests forms a good basis for shared dedication to sustainable change. Slide 6: Knowing reality on the ground and it entails a detailed analysis of the organizational climate, i.e., staffing ratio, workload per individual, and turnover rates. It is essential to collect data properly, as vague assumptions about the reasons why staff leave might lead to ineffective interventions. One can include staff surveys, exit interviews, and patient outcome measures that might assist leaders in getting the big picture of the workplace environment (Kelly et al., 2021). With the comparison of the present realities to the shared vision, the gaps are revealed, and the point is clear where the change is needed the most. In this case, an example is a survey that reveals that the major stressors among nurses working in a high-intensity unit were short staffing and the lack of access to wellness programs