Organizational Change
Organizational Change Project
Nursing 688, Organization of Nursing and Health Care Delivery Systems
George Mason University
November 17, 2011
The hospital where I have dedicated my twelve year nursing career has gone through a massive change. When I started working there in 1999, it was a small, independent 168 bed community not-for-profit hospital. The expectations of healthcare today were and continue to be a costly venture to a non-corporate facility, which is why the hospital was struggling financially. It simply could not meet the needs of the growing community. As a result, it was purchased by a corporate healthcare entity based in North Carolina that owned several other hospitals. This merger brought about massive changes to the community hospital. Their policies, practices, benefits and overall mission and vision have been redefined. The introduction of the newly adopted mission, “We exist to improve the health of communities, one person at a time” (Novant health, n.d.) and, the vision, “We, the employees and our physician partners, will deliver the most remarkable patient experience, in every dimension, every time” (Novant health, n.d.) were one of the first initiatives undertaken. In alignment with this new vision, the culture of the community hospital was going to have to change.
In the Spring of 2010, “Bundle One” was first introduced. They defined a bundle as a package of solutions with collective impact. (Novant health, n.d.) The premise was that with each of these solutions working together they became more powerful and created something special for the patient. Included in this bundle were the following: First Do No Harm; Standards of Excellence; Bedside Reporting; and, Ask Me 3 Teach Back. Each of these initiatives had been tested across the other hospitals in the system, the healthcare industry and throughout the country. The focus of this paper will be on the part of the “bundle one” series called Ask Me 3 Teach Back (AM3).
Nursing 688, Organization of Nursing and Health Care Delivery Systems
George Mason University
November 17, 2011
The hospital where I have dedicated my twelve year nursing career has gone through a massive change. When I started working there in 1999, it was a small, independent 168 bed community not-for-profit hospital. The expectations of healthcare today were and continue to be a costly venture to a non-corporate facility, which is why the hospital was struggling financially. It simply could not meet the needs of the growing community. As a result, it was purchased by a corporate healthcare entity based in North Carolina that owned several other hospitals. This merger brought about massive changes to the community hospital. Their policies, practices, benefits and overall mission and vision have been redefined. The introduction of the newly adopted mission, “We exist to improve the health of communities, one person at a time” (Novant health, n.d.) and, the vision, “We, the employees and our physician partners, will deliver the most remarkable patient experience, in every dimension, every time” (Novant health, n.d.) were one of the first initiatives undertaken. In alignment with this new vision, the culture of the community hospital was going to have to change.
In the Spring of 2010, “Bundle One” was first introduced. They defined a bundle as a package of solutions with collective impact. (Novant health, n.d.) The premise was that with each of these solutions working together they became more powerful and created something special for the patient. Included in this bundle were the following: First Do No Harm; Standards of Excellence; Bedside Reporting; and, Ask Me 3 Teach Back. Each of these initiatives had been tested across the other hospitals in the system, the healthcare industry and throughout the country. The focus of this paper will be on the part of the “bundle one” series called Ask Me 3 Teach Back (AM3).
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