A nurse may desire to recommend nursing informatics for his or her department because another department at the hospital is using information technology to reduce medical errors. Or, it may be that the director of nursing has communicated with a nurse to support the implementation of new technology in the department (White, “Change Strategies Make for Smooth Transitions,” 2004). Regardless of where the idea for change emerged from, it is a researched fact that nurses dedicate approximately fifty percent of their efforts in the workplace to change.
A nurse cannot simply assume that his or her subordinates or fellow workers would remain as productive as they were before the implementation of a particular change. Healthcare professionals cannot be expected to feel positive about the change either (Domagala, 2002). Rather, as Domagala writes, nurses require “time to grieve” over change. If their nurse managers cannot allow them this time, nurses are bound to grow angry, which in turn is most likely to increase both turnover and absenteeism (Domagala).
Nurses who act as change agents need to develop strategies to implement change (White, “Change Strategies Make for Smooth Transitions”). In her article, “Change Strategies Make for Smooth Transitions,” White describes some of the characteristics that such change agents must incorporate into their management styles. Incorporation of these qualities must be considered an effective strategy to implement change. The characteristics of successful change agents include the following: • [T]he ability to combine ideas from unconnected sources
• [T]he ability to energize others by keeping the interest level up and demonstrating a high personal energy level • [S]kill in human relations, such as well-developed interpersonal communication skills, group management, and problem-solving skills • [I]ntegrative thinking: the ability to retain a big-picture focus while dealing with each part of the system • [S]ufficient flexibility to modify ideas if modifications will improve the change, but enough persistence to resist nonproductive tampering with the implementation
• [C]onfidence and the tendency not to be easily discouraged • [R]ealistic thinking regarding how quickly staff will accept and perform • [N]ew processes competently • [T]rustworthiness: a track record of integrity and success with other systemic changes • [A]bility to articulate a vision through • [I]nsights and versatile thinking to instill confidence • [A]bility to handle resistance to a new process. (White, “Change Strategies Make for Smooth Transitions”)