Consider the case scenario you described in week six and assume the change process is proceeding in an effective manner. Address the following:
Provide a concise introduction for your posting.
Identify the key stakeholders who are impacted by the change at each of the micro-, meso-, and macro-levels, and discuss how you will engage those stakeholders in the change process.
Describe one supportive factor within the system which will facilitate your recommended change and an example of one barrier that may occur which would impede your recommended change.
Provide at least one leadership strategy to address or resolve the barrier; include your rationale.
Recommend one leadership strategy to sustain the change within the context of a complex system and explain your rationale.
Conclude with a succinct synopsis of key points and concise self-reflection of how this topic contributes to your growth as a future leader in the chosen specialty track.
below is my essay from week 6 to go along with this assignment:
MSN-trained nurses must demand regulatory reforms to expand their practice scope. Advanced practice or MSN-prepared nurses are making slow progress compared to other roles, including pharmacists. Only a few states have expanded the scope of practice, including allowing nurses to prescribe without physician supervision. Kotter’s change management model can examine questions related to expanding the scope of practice.
Stakeholders, including policymakers and practitioners, can expand the scope of practicing if they realize the value patients and the entire healthcare industry will get. The first step of change is establishing or showcasing a sense of urgency because legislators are in their comfort zones. They may be reasoning that assigning nurses more roles may not lead to visible change (Kupferschmid & Tripathi, 2021). Nursing leaders should conduct a short assessment to demonstrate there will be a reduction in waiting lists, higher patient satisfaction, and other changes. MSN-trained nurses must advocate for regulatory changes in order to broaden their scope of practice. In comparison to other roles, such as pharmacists, advanced practice or MSN-prepared nurses are making slow progress. Only a few states have broadened the scope of practice, allowing nurses to prescribe without the supervision of a physician. Kotter’s change management model can be used to investigate questions about broadening one’s scope of practice.
Stakeholders, including policymakers and practitioners, can broaden their scope of practice if they recognize the benefits to patients and the entire healthcare industry. Because legislators are in their comfort zones, the first step toward change is to establish or demonstrate a sense of urgency. They may believe that giving nurses more responsibilities will not result in visible change (Kupferschmid & Tripathi, 2021). Nursing leaders should conduct a brief assessment to demonstrate that waiting lists will be reduced, patient satisfaction will increase, and other changes will occur.
The second stage, creating a guiding coalition, can be easy to achieve because nurses have their specialty organizations or associations. Elsewhere, nurses should develop a strategy and vision that will make the change appealing and sensible. For example, expanding the scope of practice can ease operations because nurses must be supervised to prescribe. The fourth stage is communicating the change vision. Ideally, nurses should showcase and celebrate show-term wins (Teixeira et al., 2017). For example, nurses can promise consistent yet high-quality care. They can also promise shorter screening and diagnosis time per patient because more nurses will attend to patients without supervision or peer review of the care plan.
Stage five of the model is clear that leaders should empower implementers, including at the local level, to act on the vision. Leaders should identify hurdles and obstacles that hinder nurses from practicing to the full extent of their training or education.
A leadership strategy that can facilitate change is deploying nurses with technical skills such as analytical abilities and the use of computer software. The experts will help produce the actual outcomes nursing leaders postulated. For example, they can showcase how expanding the scope of practice increased satisfaction rates by 20 points compared to the previous regime when nurses were limited. Using technical skills resonates with Kotter’s change management model because statistics can create a sense of urgency (Teixeira et al., 2017). They can also communicate a vision and management expectations. Finally, statistics can showcase short-term wins and, in so doing, demonstrate radical changes in healthcare quality are achievable.

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