Models of Change

Reineck, Carol A.

doi:10.1097/01.nna.0000285137.26624.f9

Cited by 14 publications

(7 citation statements)

References 7 publications

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“…The literature discussing change fatigue emphasizes that change initiatives are driven and implemented by top corporate and managerial staff, but it also highlights the fact that frontline staff are rarely involved in the process (Axelsson, 2000; Beil-Hildebrand, 2005; MacIntosh et al, 2007; Reineck, 2007; Torppa & Smith, 2011). It is this specific disconnect that is cited as a key contributing factor to change fatigue, causing feelings of alienation and dissolution amongst frontline staff (Beil-Hildebrand, 2005; MacIntosh et al, 2007).…”

Section: Change Fatigue In Health Care and Nursingmentioning

confidence: 99%

Nurses Amidst Change

McMillan

Perron

2013

Policy, Politics, & Nursing Practice

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This article aims to clarify the concept of change fatigue and deems further exploration of the concept within the discipline of nursing is relevant and necessary. The concept of change fatigue has evolved from the discipline of management as a means to explore organization change and its associated triumphs and failures. Change fatigue has typically been described as one and the same as change resistance, with very little literature acknowledging that they are in fact distinct concepts. Concept clarification has highlighted the striking differences and few similarities that exist between the concepts of change fatigue and change resistance. Further exploration and subsequent research on the concept of change fatigue is needed within the discipline of nursing. The concept not only presents new and alternative perspectives on the processes of organization change, but provides opportunity for theory development that recognizes the impact organizational change has on nurses' work lives.

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Section: Change Fatigue In Health Care and Nursingmentioning

confidence: 99%

Nurses Amidst Change

McMillan

Perron

2013

Policy, Politics, & Nursing Practice

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“…Change fatigue was defined as an overwhelming feeling of stress, exhaustion and burnout associated with rapid and continuous change in the workplace, affecting nurses' overall health and wellbeing (Brown, 2016; Brown & Abuatiq, 2020; Brown et al, 2018; Camilleri et al, 2019; McMillan, 2018; McMillan & Perron, 2013, 2020b). Developing over time, change fatigue and relentless organizational change produces compounding adverse effects for nurses (Camilleri et al, 2019; Gee et al, 2017; Reineck, 2007; Szumilas, 2015). Change fatigue was also noted to be commonly mistaken for change resistance (Mayer & Hammelef, 2013; McMillan & Perron, 2013).…”

Section: Resultsmentioning

confidence: 99%

Change fatigue in nursing: An integrative review

Beaulieu

Seneviratne

Nowell

2022

Journal of Advanced Nursing

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Aims To synthesize the empirical and theoretical literature on change fatigue in nursing, including how change fatigue affects nurses, the nursing profession and strategies to prevent and overcome it. Background Change fatigue refers to the overwhelming feelings of stress, exhaustion and burnout associated with rapid and continuous change across healthcare organizations. Change fatigue can affect nurses' wellbeing, yet there is a distinct lack of literature which synthesizes the relationship between cumulative organizational change and nurses' wellbeing. Design Integrative review following Toronto and Remington and Whittemore and Knafl methodology. Data Sources Searches were conducted in CINAHL, Embase, Medline, APA PsycInfo, Scopus, Business Source Complete and ProQuest Dissertations & Theses Global in January 2022. Review Methods A comprehensive search was conducted to identify literature on change fatigue in nursing. Included literature were critically appraised for methodological quality. Data from each article were abstracted and thematically analysed. Results Twenty‐six articles were included in this review, including 14 empirical studies, 10 theoretical papers and two literature reviews. Five main themes described in the literature included: definitions, preceding factors, associated behaviours, consequences and mitigation strategies for change fatigue. Conclusion This review highlights the impact of rapid and continuous change on nurses and nursing practice. Further research is needed to explore the relationship between change fatigue and burnout, understand how and why nurses withdraw or avoid change, and to develop a metric to measure change fatigue when considering new change initiatives. Impact Findings from this review generated an improved understanding of how change fatigue affects nurses, the nursing profession and strategies to prevent and overcome it. This paper provides practical recommendations for future research, direction for nursing educators and leaders, and encourages nurses to practice political agency with change management. Patient or Public Contribution This project was an integrative review of the literature therefore no patient or public contribution was necessary.

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“…This strategy should provide for the mediation of diverse perspectives, team learning, adequate resources for experimentation and sustained commitment to the change until successful adoption is accomplished. A comprehensive change strategy would also include proven methods that encourage the adoption of a change 9–14 . The most common methods are building effective interdisciplinary teams, the use of change champions, high level management support, and the development of communication processes that assure accurate and timely information exchange, consensus‐building and conflict management.…”

Section: Introductionmentioning

confidence: 99%

Implementing interdisciplinary practice change in an international health‐care organization

Reinhardt

Keller

2009

Int J of Nursing Practice

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The current emphasis on adopting evidence-based practice often results in the need to change interdisciplinary practice. This article describes the successful system-wide change to evidence-based wound care practices in a large, Middle-Eastern health services organization using a multinational workforce. Elements within this change initiative are identified that stimulated experimentation and collaboration among members of this organization's workforce while also preserving culturally determined expectations for authority and decision-making. The result was a system-wide practice change accomplished through consensus-building and interdisciplinary learning while also utilizing the strengths to be found in an established organizational hierarchy. This description of practice change among the members of a multicultural, multinational workforce provides lessons for managing a diversity of perspectives, creating consensus and accomplishing change in an environment where multiple cultural values intersect.

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Models of Change

Cited by 14 publications

References 7 publications

Nurses Amidst Change

Nurses Amidst Change

Change fatigue in nursing: An integrative review

Implementing interdisciplinary practice change in an international health‐care organization

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