IMPLEMENTING A REGIONAL ANAESTHESIA (RA) TIME-OUT PROCEDURE (TO) IN OUR HOSPITAL : APPLYING KOTTER'S ‘8 STEP CHANGE MANAGEMENT’ (A MANAGEMENT MODEL)

2019 ◽  
Author(s):  
Ying - Mao Gn ◽  
A/Prof Tan Tong Khee
Keyword(s):  
Change Management ◽  
Regional Anaesthesia ◽  
Step Change ◽  
Management Model ◽  
Time Out

Introduction of a dose-banding system for parenteral chemotherapy on a haematology–oncology day ward

2017 ◽  
Vol 25 (2) ◽  
pp. 351-361 ◽  
Author(s):  
Caoimhe E O’Leary ◽  
Aisling Collins ◽  
Martin C Henman ◽  
Fionnuala King
Keyword(s):  
Change Management ◽  
Resistance To Change ◽  
Implementation Process ◽  
Step Change ◽  
Management Model ◽  
Finite Capacity ◽  
Process Change ◽  
Chemotherapy Dose ◽  
Supply Capacity ◽  
The Impact

Introduction The increasing incidence of cancer and the finite capacity of hospital aseptic compounding units pose a serious challenge to the provision of cancer care. Chemotherapy dose-banding is a method of rationalising parenteral chemotherapy dosing and supply, whereby patient-individualised doses are rounded to predetermined banded doses. The banded doses may be outsourced as stock items which increases the supply capacity of the aseptic compounding unit. Methods Kotter’s 8-step change management model was used to structure the implementation of dose-banding of 5-fluorouracil 46-h infusers on the haematology–oncology day ward in St. James’s Hospital, Dublin. The impact of dose-banding on local practice was assessed through pre- and post-implementation surveys of stakeholders. Results In-house surveys of pharmacy, medical and nursing staff identified a generally favourable attitude towards implementing changes in the parenteral chemotherapy supply system, with some resistance to change evident. Dose-banding of 5-fluorouracil 46-h infusers was implemented successfully on the haematology–oncology day ward. Dose rationalisation and flexibility of re-allocation of standard banded doses between patients were the primary benefits of dose-banding found. Post-implementation surveys showed that clinical staff were in favour of adopting dose-banding into standard practice; however, they were cautious about the degree to which the results of this limited study would be translated into substantive benefits if dose-banding was adopted for all suitable preparations. Conclusion The success of the implementation process and the favourable opinions of stakeholders shown in the post-implementation survey enabled the dose-banding service to be extended to a further nine drugs. Kotter’s 8-step change management model was a useful tool for structuring this process change in St. James’s Hospital.

Promoting evaluation culture

2008 ◽  
Vol 8 (1) ◽  
pp. 20-25
Author(s):  
John Hanwright ◽  
Sharnie Makinson
Keyword(s):  
Program Evaluation ◽  
Change Management ◽  
Management Strategy ◽  
Department Of Education ◽  
Management Model ◽  
Multifaceted Approach ◽  
Evaluation Strategy ◽  
Comprehensive Program ◽  
The Arts ◽  
Supporting Materials

This article describes the development and implementation of a comprehensive Program Evaluation Strategy by the Queensland Department of Education, Training and the Arts (DETA). It discusses the key stages adopted in this change management strategy by drawing upon characterisations of effective innovations. The Program Evaluation Strategy adopted by DETA was based on a change management model rather than a compliance approach. The evaluation strategy incorporated a number of elements: the overall strategy, an evaluation manual providing supporting materials and templates, evaluation training for staff, and specific provision of advice and assistance in evaluation. The article argues that this multifaceted approach has fostered an evaluative culture within the agency and been critical in supporting the influence and use of evaluation.

scholarly journals WHY ENGINEER-TO-ORDER PORTFOLIO RATIONALIZATION STALLS: CHALLENGES IN STANDARDIZATION, MODULARIZATION, PLATFORM DESIGN AND MASS CUSTOMIZATION

2020 ◽  
Vol 1 ◽  
pp. 2265-2274
Author(s):  
C. A. Bertram ◽  
G. O. Mueller ◽  
M. Løkkegaard ◽  
N. H. Mortensen ◽  
L. Hvam
Keyword(s):  
Change Management ◽  
Mass Customization ◽  
Management Model ◽  
Platform Design ◽  
Engineer To Order

AbstractThere are various strategies to control complexity and variety growth in ETO businesses. Such portfolio rationalization initiatives sometimes stall. This paper elaborates on the challenges that cause this. Challenges described in literature and challenges seen in five different industry cases are consolidated. The challenges are combined into groups and presented in the ADKAR change management model. The authors intend this list to be used for guidance In industry and expect the collection to be extended with future industry cases and challenges.

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