Background
Changes in healthcare systems are often highly stressful experiences for healthcare teams, contributing to disengagement and resistance to change. Translational simulation has been shown to be impactful at both organisational and department-based levels, however its impact on the experience of change for frontline staff has not, to date, been explicitly explored. Understanding the impact of translational simulation on the perception of teams exposed to healthcare system changes, and how to optimise our approaches to support change management on a team and individual level, may be the difference between an overwhelmed and disengaged workforce and a positive and engaged one.
Methods
We used a constructivist phenomenological approach to gain new understanding of the impact of translational simulation on the experiences of staff members undergoing change. Guided by Bartunek et al.’s conceptual framework, we interviewed nine Registered Nurses involved in a major relocation from an old and into a purpose-built paediatric hospital in Edinburgh, UK. We sequenced the interviews to take place firstly, in the lead up to a planned translational simulation event, with a follow up second interview one month after the hospital move. On the day of the simulation, we additionally collected a series of “headline” thoughts from the group to track their thoughts and feelings of the move. Interviews and ‘headlines’ were recorded, transcribed, and thematically analysed.
Results
Our findings illustrate that the use of translational simulation in the lead up to the hospital played a significant role in allowing participants to make sense of the upcoming change from an individual and departmental level and profoundly impacted their sense of preparedness and positive engagement toward it.
Conclusions
Whilst further research is required, these findings promote the considered use of translational simulation as a potentially significant component of the change management process.