Organizational change
During my time working in the infection prevention department at a correctional facility, our team experienced a major Organizational change after a sudden outbreak of a contagious disease, specifically tuberculosis. The previous infection control protocols were found to be outdated and ineffective. There has been a 269% increase in the number of TB cases reported among those who are incarcerated (Walter et al., 2021). The department administrators responded by requiring our department to undergo a reorganization that included improved documentation procedures, new workflows, and improved collaboration between departments. This change deeply affected our team, which consisted of nurses, medical assistants, physicians, mental health professionals, correctional officers, and other administrative staff. Alongside other nurses, I helped identify changes in patient symptoms and tracked how those patients were navigated throughout the facility. Physicians were responsible for overseeing medical management and treatment plans. Correctional officers ensured safety and compliance during isolation procedures. Each discipline contributed a different perspective, making the response more comprehensive and effective.
Communication is the absolute cornerstone of organizational change. According to Clancy & Clancy (2024), safe patient care and organizational excellence are facilitated by effective communication, which is essential in the healthcare industry. In this case, regular huddles or interdisciplinary briefings could have offered real-time updates, which would have helped to minimize errors. These briefings would have allowed each team member to voice concerns, clarify their roles, and share crucial patient information. Errida & Lotfi (2021) emphasize that organizations constantly work to modify and adjust their operations in response to changing conditions. Encouraging open dialogue and feedback in these sessions could have also helped identify system inefficiencies and proactively address potential issues before they escalated.
Looking back, earlier engagement from everyone involved during the planning phase could have significantly improved the overall process. For example, engagement from correctional officers, mental health professionals, and frontline nursing staff early on might have led to the development of more comprehensive isolation protocols. Their unique perspectives could have enhanced the balance between maintaining facility security and addressing the psychological well-being of incarcerated individuals. Furthermore, early input from diverse team members may have highlighted potential challenges, reduced resistance to change, and allowed for creative problem-solving that reflects both clinical best practices and institutional realities.
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