Authors: (including presenting author): :
Ho PY(1), Poon LH(1), Chan HL(1), Ng YB(1)
Affiliation: :
(1)Medicine and Geriatrics, United Christian Hospital
Introduction: :
A large admission numbers of emergency patient in winter surge is a big challenge in Medicine and Geriatrics department. To increase the capacity for patient admission, a mixed function ward was established in rapid time. All staff came from different wards with different workplace culture. Therefore, building effective team with same workplace culture to maintain patient safety and service quality are very important during the change process.
Objectives: :
Lead colleagues to overcome the new change Create happy staff and healthy working environment
Methodology: :
A new mixed function ward was started since August 2019, staff were facing the difficulties of new working environment, new clinical workflow, new workplace culture and work with new colleagues. As a ward manager, it is important to reduce staff frustrations and facilitate the implementation of the change. Therefore, Lewin’s change model was adopted to guide the change. Unfreezing Stage Unstructured workflow, different workplace culture and staff frustrations were the resisting force of the change. A small work group with ward manager and two Advanced Practice Nurses was conducted to develop a systematic workflow for daily operation, manpower arrangement and nursing care monitoring. Besides, in order to build up the team spirit, all staff were involved to set up the working environment, they could plan the setting and placement of equipment to facilitate their workflow. Electronic platform was created for staff to enhance their communication and update their information about the clinical amendment. Moving Since October 2019, patient admission and daily operation started. For understand the problem faced by staff, ongoing communication were conducted every day to encourage staff to raise out their positive feedback. Total 17 issues were raised out by staff for clinical improvement during first two weeks, 8 issues related clinical workflow, 2 issues related environment setting and 1 issue related staff wellbeing were improved. Only 6 issues could not improve due to the limitation of building construction. Besides, a mini tea bank and festive party were conducted to reduce staff working stress and enhance the relationship between colleague. Refreezing After staff developed and aligned their workplace culture, clinical and professional training were provided for different tiers of staff to enhance the clinical safety and nursing service quality. Simultaneously, some staff were empowered to be a link person of working groups according to their talents and preferences, then they can be more satisfied at their work.
Result & Outcome: :
Result: No clinical incident or incident of duty (IOD) was found during the change. Besides, 88% staff have a sense of belonging to the new ward and more than 80% staff got satisfaction during their work. Conclusion: Manpower is the most valuable property of health institution, a systematic program need to operative by good members, ongoing communication is effective to facilitate the change during a change process.
