Practicum Journal: Purpose

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Practicum Journal: Authority- Week 5

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Practicum Journal: Authority- Week 5

Leadership Journal Template

Name:

Weeks Covering: 16 weeks

Preceptor/Mentor: Sylvia Coleman

Clinical/Practicum Site: SFMC

Hours Worked (past two weeks):_40__

Total Hours: __76__/150 total of all hours worked up to this point

Practicum Activities Reflection

The problem of poor communication in the wound management department has majorly affected the patient perceptions about the services provided. Thus, during these weeks, it was important to identify all the stakeholders in this department in order to determine the major causes of the communication problems. The stakeholders are the patients, the hospital administration, and the healthcare professionals working in this department. The problems seen in this department can thus be attributed the hospital administration and the healthcare professionals because the patients complain of the lack of communication, lack of patient oriented services, and lack of proper follow-up.

The scorecards depicted that the patients have been having more complaints about the services in the last three months. This is a time where a change in management has happened due to new ownership. Thus, the management has a critical role to ensure that the patients get the right services. The healthcare professionals work in an environment that is influenced by the leadership they are receiving. Without proper interactions between the administration and the healthcare professionals, it is difficult to establish a culture of proper communication for efficient patient care (Haroon & Malik, 2018).

Application of Leadership

The process of bringing change in any situation requires that the leadership follows the right processes. One of the most important aspects is to understand the process of change (Harrison et al., 2021). By going through the scorecards the problem of poor communication was a problem that will affect both the patients and the hospital. The patients will develop a negative attitude and no longer require to access these services in the same facility. In the end, the hospital will experience reduction in its income. Thus, it is important for any leader to understand the process of change and know that there is no initiative that is the same as the other. All change processes are as a result of particular conditions and the end result is better results.

The process of change is carried out over time and thus, establishes a new culture in the organization. To bring the right aspects of change in the wound management department, it is important that the right preparations are made (Augustsson et al., 2019). Thus, there is a need to have a change manager who is focused on preparing the organization and the employees for the change. The healthcare professionals need to understand the impending need for transition and also the role they have to play during the change process. The implementation process is the second step in achieving change. The changes executed to enhance communication in the wound management department should be aligned with the vision statement. Through this, the leadership is able to bring better leadership and support to enhance communication performance, patient satisfaction, and healthcare professionals’ engagement in the process of change.

The process of change management aligns with the strategic management principles because it helps to leverage on the strengths (Khan et al., 2018). Working to establish the best ways of enhancing communication helps to bring out the strengths of the wound management department. Thus, change management utilizes the competitive advantages of the department to drive better communication and patient satisfaction. The change management process remains flexible because strategy management is a continuous process. Thus, the wound department should be prepared to make changes in the communication process until there are effective results.

Practicum Project Preparation:

The goals of the project is to enhance communication in the wound management department. The organization mission is to provide the right care for all the patients at all times. The vision is to become an oasis of hope for all the people. Thus, the adoption of change management in the wound management department is an effective strategy of ensuring that the services offered are effective in meeting the needs of the patients. It is important to ensure that all the changes being made align with the vision and the mission of the organization. It is easier for the organization to move forward in the right direction even when facing change because there is an understanding of where it is going and why (Rosenbaum et al., 2018). Thus, the mission and the vision of the organization serve as the guidelines to the changes that must be adopted in order to reach the goals that have been set.

Leadership Video Reflection

The “Servant Leadership” video provides great insights about leadership. First, leadership is not about being served or providing rules that are to be followed by the others. Leadership is about influencing the people positively to follow given aspects that the leader believes are essential for the growth of the organization. The second insight is that leadership and power are intertwined. A leader needs to understand how to effectively use the power they have been granted to bring the best changes. Instead of drowning in power and becoming unapproachable, the leaders should use the power to bring organization in better performance (Kamalakannan, 2021).

References

Augustsson, H., Churruca, K., & Braithwaite, J. (2019). Mapping the use of soft systems methodology for change management in healthcare: a scoping review protocol. BMJ open, 9(4), e026028. https://bmjopen.bmj.com/content/9/4/e026028.abstract

Haroon, H., & Malik, H. D. (2018). The impact of organizational communication on organizational performance. Journal of research in social sciences, 6(2), 140-151. https://www.proquest.com/openview/fb2cf0d250bb9f36fb0dc0bc7e704fe6/1?pq-origsite=gscholar&cbl=2030756

Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where do models for change management, improvement and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of healthcare leadership, 13, 85. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7966357/

Kamalakannan, R. (2021). Ethical Leadership and its Influences on Organizational Performance. Annals of the Romanian Society for Cell Biology, 4069-4081. https://www.annalsofrscb.ro/index.php/journal/article/view/2959

Khan, S., Vandermorris, A., Shepherd, J., Begun, J. W., Lanham, H. J., Uhl-Bien, M., & Berta, W. (2018). Embracing uncertainty, managing complexity: applying complexity thinking principles to transformation efforts in healthcare systems. BMC health services research, 18(1), 1-8. https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-018-2994-0

Rosenbaum, D., More, E., & Steane, P. (2018). Planned organisational change management: Forward to the past? An exploratory literature review. Journal of Organizational Change Management. https://www.emerald.com/insight/content/doi/10.1108/JOCM-06-2015-0089/full/html

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