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Art, Essay, Pages: 3

Competency Assessment

Competency Assessment

Chronic illnesses are one of the leading public health concerns. The chronic care model provides a pathway toward quality and safety elevation in chronic care. The model identifies aspects of an organization or care system that promote the delivery of high-quality chronic disease care and unifies them (Goh et al., 2022). This paper details a change process involving integrating the chronic care model within a diabetes clinic: Competency Assessment.

Clinical Question in PICOT Format

The integration of the chronic care model in the diabetic clinic was under scrutiny due to the need to elevate the quality of diabetes care within the facility.  This warranted the change process that would ensure the introduction of the chronic care model in the mainstream operationalization of the hospital. The PICOT question that guided the evidence-based practice was: In diabetic patients transitioning from inpatient to outpatient care (P), does the integration of the chronic care model (I) compared with the conventional care process (C) result in improved clinical outcomes (O) after six months of discharge (T)?

Kotter and Cohen’s Model of Change Template

Eight Steps Answers
Step 1: Action The team will be told that integrating the chronic care model into the organization’s operationalization framework will result in quality improvement, safety enhancement, and cost reduction for the hospital. They will also be informed about their significance in the change process.
Step 2: Build the guiding team The step involves identifying key stakeholders such as change managers. In this case, change managers include departmental heads and administrators. They will be notified of the change process and their roles in ensuring a successful change process.
Step 3: Get the vision right The vision of the organization is to be a leader in the delivery of high-quality diabetic care that ensures patient wellness. This vision aligns with the project’s goals. Implementing the change process, therefore, affirms the core values of the organization and contributes to the attainment of its goals.
Step 4: Communicate “Buy in” Educative programs on the chronic care model will be organized across the hospital departments to enhance staff members’ knowledge of its significance in improving the clinical outcomes of diabetic patients. This is expected to enhance their participation in the project.
Step 5: Empower action and remove barriers The anticipated barriers to the change process include members’ unwillingness to adopt newer practices and time restrictions. Members will be educated on their role in the project and how the change process aligns with the organizational values and goals. This will enhance the acceptability of the change process to the members.
Step 6: Create short-term wins A reward system will be established to recognize all milestones reached. Members will also be appreciated at each stage, with those with exceptional performance rewarded for their work.
Step 7: Do not let up Involves sustaining the change and making it a part of the organizational culture. Feedback will be solicited from team members and used to inform possible improvement areas.
Step 8: Make change stick Involves anchoring the change into the organizational culture. The success stories of the change will be shared with the team members at every meeting opportunity. Likewise, members’ feedback will continuously be solicited to identify any concerns related to the change.

Interprofessional Team Members Involved

The change process will draw several members of the interdisciplinary team. These include nurses, physicians, pharmacists, and healthcare administrators. Nurses, physicians, and pharmacists play a role in designing therapeutic care plans for patients and are directly involved in the change process.

Patients will also be involved as self-management support is an integral component of the chronic care model. Healthcare leaders and administrators will be responsible for fostering high-quality practices within clinical teams. This can be attained through hospital-sponsored educative programs and encouraged use of the hospital library to ensure the application of evidence-based practice (Grudniewicz et al., 2023).

Leadership Style

The transformational leadership style is necessary to create and sustain positive changes within the workplace. Through this leadership style, change managers and healthcare leaders inspire and motivate other members to adopt the provisions of the change (Khan et al., 2020). In addition, transformational leaders create a vision that compels members to adopt a change process, constantly communicate the significance of the change process to the members, and establish a culture that promotes positive changes within the organization. Transformational leadership is therefore necessitated to ensure the integration of a chronic care model within the organization.

How Vision and Belief in EBP Ensures Sustainable Change at the Workplace

My vision is to provide high-quality care that optimizes the clinical outcomes of my patients. My vision and belief in evidence-based practice (EBP) push me to adopt innovative and scientifically sound practices in my clinical decision-making. In this respect, my vision and beliefs in EBP will allow me to adopt the chronic care model and integrate its provisions into my operationalization. This will guarantee the sustainability of the change process and improved health outcomes for my patients.

The chronic care model provides an opportunity for care organizations and systems to elevate the quality of care provided to patients with chronic diseases. It is thus important that organizations handling chronicity adopt change processes integrating the model. Change management frameworks, such as Kotter and Cohen’s model of change, guides change processes within care organizations. Through this model and effective leadership, the organization under scrutiny can ensure the successful implementation of the chronic care model into its operationalizations.

References

Goh, L. H., Siah, C. J., Tam, W. W., Tai, E. S., & Young, D. Y. (2022). Effectiveness of the chronic care model for adults with type 2 diabetes in primary care: A systematic review and meta-analysis. Systematic Reviews, 11(1). https://doi.org/10.1186/s13643-022-02117-w

Grudniewicz, A., Gray, C. S., Boeckxstaens, P., De Maeseneer, J., & Mold, J. (2023). Operationalizing the chronic care model with goal-oriented care. The Patient – Patient-Centered Outcomes Research, 16(6), 569–578. https://doi.org/10.1007/s40271-023-00645-8

Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J. (2020). Impact of transformational leadership on work performance, burnout and social loafing: A mediation model. Future Business Journal, 6(1). https://doi.org/10.1186/s43093-020-00043-8

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Question

The purpose of this assessment is to critically appraise successful change in the workplace in support of evidence-based practice. You will apply a model of change to an identified problem within your workplace and identify how leadership and interprofessional collaboration can create and sustain a culture and environment for evidence-based practice.

Address the following:

Competency Assessment

Competency Assessment

  1. Introduce the reader to the content of this paper with an introductory paragraph.
  2. Create a clinical question in PICOT format to a problem identified within your present or former healthcare workplace.
  3. Using Kotter and Cohen’s Model of Change, complete the template provided and insert into paper.
  4. Identify the interprofessional team members essential for successful organizational change in support of your clinical question.
  5. Choose a leadership style for creating and sustaining evidence-based practice within your workplace with rationale.
  6. Discuss how your vision and belief in the incorporation of evidence-based practice in the workplace ensures sustainable change in your workplace.
  7. Finish your paper with a concluding paragraph.
  8. Write a 2- to 3-page paper, excluding title and reference pages.

2-3 pages, including template to insert in the paper

3 reference