Leading Through Change Proactively Managing Transformative Practice:

Telemedicine for Rural-Based Health Facility

Over half of Canon Hospital's patients are transferred to two other tertiary

centers for treatment. There is a minimal follow-up on these patients who present to

the hospital and require emergency services who present with stroke symptoms

and could very well, transferred to ICU for critical treatment resulting in poor

patient outcomes and loss of revenue.

To bring forth change, I would implement the Lewin's change model to

improve patient satisfaction, utilize resources adequately, and develop an efficient

workflow to increase revenue. The Lewin's change model illustrates change in three

stages and is primarily focused on reform in general (Hussain, Lei, Akram, Haider,

Hussain, Ali,2018) The first step begins with the unfreezing process and developing

a method to that encourages Canon's healthcare professional's to develop an

approach to reverse the negative impact of poor follow-up with patients, as working

as a collaborative team will allow for a productive workflow (Hussain, et al, 2018).

The next step in the Lewin's model is change, and it is crucial to make significant

changes in a short period to prevent staff from falling back on old habits and failing

to follow-up with every patient. Never the less, the team is likely to fall back into old

habits, the more prolonged the change process takes. The last step is to refreeze,

and this is an opportunity to solidify the change (Hussain et al., 2018). Because the

staff is more inclined to revert to failing to follow-up with patients, evaluations,

careful monitoring, and adjustments are need advisable. Lewin's model will help
Canon's hospital will ensure consistency and stability and will justify the need to

change and an increase in revenue to stakeholders.

Based on the scenario, Telemedicine for Rural-Based Health Facility, the

theory that I felt is the most appropriate fit is the Normalization Process Theory

(NPT), it focuses on required components needed for a beneficial execution and

integration of actions into everyday work (Murray, Treweet, Pope, MacFarlane,

Ballini, & Dowrick 2010). The NPT focuses on the work that both individuals and

groups do to embrace change needed to become normalized. There are four main

components to NPT: coherence, engagement, collective action, (formal and informal

assessment of the benefits and costs of the necessary changes to improve Canon

Hospital; NPT delivers a framework that can help (Murray et al., 2018).

Telemedicine can decipher many of the challenges confronted by the

healthcare industry. Nevertheless, an effective acquisition for the implementation of

telemedicine is required to select the most efficient and cost-effective telemedicine

infrastructure (Sullivan, 2014). A structured framework for evaluating the

contribution of quality care of telemedicine applications is a transition that will

impact the way health care professionals assess and treat patients. The innovational

use of electronic patient information and telemedicine technologies can assist health

care providers with the ability to evaluate and treat patients in rural areas (Sullivan,

2014). All the while, eliminating delivery costs and decreasing unnecessary

emergency department visits. Cannon is likely to improve profits based upon the

efficient convenience and acknowledgment of patients' medical needs in an efficient

manner, which will, in turn, develop a devoted clientele.

 References:

Hussain,S., Lei, S., Akram, T., Haider, M., Hussain, S., , Ali, M. Kurt Lewin's change

model: A critical review of the role of leadership and employee involvement

in organizational change, Journal of Innovation & Knowledge, Volume 3, Issue

3,2018,Pages 123-127, ISSN 2444-

569X,https://doi.org/10.1016/j.jik.2016.07.002.

Murray, E., Treweek, S., Pope, C., MacFarlane, A., Ballini, L., Dowrick, C., … May, C.

(2010). Normalization process theory: a framework for developing,

evaluating and implementing complex interventions. BMC medicine, 8, 63.

doi:10.1186/1741-7015-8-63

Sullivan, K. (2104). Stakeholders see benefits with the use of Telehealth. Retrieved

from https://www.ajmc.com/focus-of-the-week/stakeholders-see-benefits-

with-the-use-of-telehealth-