Phase 1 Project management begins at this
stage because this provides the framework for
implementing change (Schifalacqua et al 2009a).
It involves developing a detailed plan or draft
guideline of the proposed change, which should be
given to everyone likely to be affected (Bennett 2003,
Guy and Gibbons 2003). However, Roussel (2006)
warns nurse managers not to overplan and to leave
some room for people to exercise their initiative.
It is also important to have an agreed and
appropriate timescale, which can prevent alienation
and increase the likelihood of success (Carney 2000).
Schifalacqua et al (2009a) warn not to underestimate
the ‘power of the grapevine’, so effective
communication should begin at phase 1 (Snow 2001)
and is, in fact, integral to the entire change process
Phase 1 Project management begins at this
stage because this provides the framework for
implementing change (Schifalacqua et al 2009a).
It involves developing a detailed plan or draft
guideline of the proposed change, which should be
given to everyone likely to be affected (Bennett 2003,
Guy and Gibbons 2003). However, Roussel (2006)
warns nurse managers not to overplan and to leave
some room for people to exercise their initiative.
It is also important to have an agreed and
appropriate timescale, which can prevent alienation
and increase the likelihood of success (Carney 2000).
Schifalacqua et al (2009a) warn not to underestimate
the ‘power of the grapevine’, so effective
communication should begin at phase 1 (Snow 2001)
and is, in fact, integral to the entire change process
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