Burns and the Assistant Director of Nursing, Green, shared their findings regarding the bed occupancy exercise. Green applied a new methodology to reduce the patient discharge time. This approach is called as “Point Prevalence”.In thisapproach, Green sent a team consisting of a ward sister, therapist, a physiotherapist and a social worker to access the medical stability of patients in each ward and if the patients werestable, they started the discharge process rather than waiting for the physician’s authorization to discharge the patient.

In a workshop, Green displayed that almost 17% of the patients who were occupying the bed were medically stable and should not have occupiedthe beds. Those 17% patients could be cared in adifferent environment.

In a meeting with the chief executive, Burns told him about changing the traditional roles of nursing and matrons. He told him that if nurses took the responsibility of discharging patients then matrons will be free and could be usedin the general management work.

Professional roles were changed in terms of authority and care, now nurses had the authority to discharge the patients. Matrons were there for the general management work.

Some matrons and nurses refused to do that, because they thought aboutdischarging patient asboring.And if old patients are discharged quickly then matron and nurseswouldneedto give more time to new patients, this is why they refused to do so.

Leading Organisationalchange Improving Hospital Performance Harvard Case Solution & Analysis

Change Management

Leadership

One of the important tasks of the executive management is to choose the leader who is the best fit to lead this specific project. If the leader does not know about the problem, then the problem will become worse. The leader should be well aware of the problem. (Belias, 2014)

In this case, Rodger Andrews, the CEO selected Tracey burns to lead this project toresolve all problems that were affecting company’s financial performance and its reputation.

Tracery Burns was well aware of all the problems, as an executive director of nursing, she knew that hospital beds were occupied by the patients who were medically fit but had nowhere else to go. According to her findings, she indicated that almost 30% of patients were medically fit and should go home. She also had some plans regarding the necessary changes required to tackle these issues.

Executive management empoweredBurns, so that she can make her decisions by herself.

As a leader it is very much important to empower the team and choose the team leader who will look after the problems and will be well aware of all the problems. Burns had an interview with Sue Green, the assistant director of nursing positions. Burns with Green organized different workshops with all nurses and matrons to guide them about resolving these sort of issues together. Burns empowered Green to use his experience to resolve discharge problems. Green emphasized the need to provide the expected discharge date during the admission process.

In a workshop, Burns shared with her team, her vision to improve the discharge process. Burns also announced the benefits for her team after implementing this new program.The benefit that her team was getting wasreduced duties. She also communicated the ways that will be helpful to improve the discharge process.............................

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