Understanding Workflow Design - Research Paper Example

Section/# Change and Workflow Assessment As d in the online resource, the true definition of workflow is far broader than what actually happens within the given setting; rather, workflow itself takes place within the organization, between organizations, between people, in one’s head, as well as before during and after the patient experience commences and ends. In such a broad sense of the term, one can quickly infer that the level of systemic change that is necessitated to ensure that workflow is integrated and takes place is quite broad.

With respect to this understanding, this student has selected the cardiovascular ICU to perform a workflow analysis upon and analyze a related journal entry concerning. As a means to expound upon the process, this brief analysis will seek to three different concepts that were related in the workflow assessment of healthcare IT toolkit as well as seeking to summarize the article in question, “Developing a mentor program for our cardiovascular ICU”, and providing key ways that these techniques could be utilized within the given context.

Firstly, with reference to the three techniques for workflow assessment, the ones that this student has selected for being the most pressing involve the following: determining system requirements, creating and maintaining checklists for work flow and completion, and discussion of systems operation with affected shareholders. With respect to the first and third steps, these act as a type of relay within which the director of change can help to categorize the process and make sure that it adequately addresses the needs of the component parts (Rose 127).

All too often when change is initiated, regardless of context, it very often takes place at the very upper echelons of management with no forethought with regards to how that change will affect the individuals upon whom it relates. Secondly, with regards to implementing plans and change mechanisms, it is necessary to determine the overall system requirements and seeking to make the workflow match the given needs that are exemplified (Rouse 4). Lastly, writing down a checklist of goals and integrations helps to force the process to portray something that will take careful consideration of all facets that the workflow process will touch upon.

As a means of implementing the aforementioned three components, the article that was reviewed, “Developing a Mentor Program for Our Cardiovascular ICU” helps to acquaint the reader with the needs of providing a paradigm shift in training for the cardiovascular ICU (Bredeger 112). In such a way, the three workflow processes that have been listed above will facilitate determining the scope that the change should affect, the shareholders involved, and the intricate details of the differing layers that need to experience workflow assessment.

In brief, the given article was concentric upon the need to implement a level of mentorship within the cardiovascular ICU as a means of engaging the new members and untrained elements within the ICU with the realities of the job. By implementing a process that is mindful of these determinants, the net changes that the article itself has suggested with relation to providing a degree of mentorship within the cardiovascular ICU will be far better accomplished. Works CitedBrediger, R. "Developing A Mentor Program For Our Cardiovascular ICU.

" Critical Care Nurse 29.2 (2009): 112. CINAHL Plus with Full Text. Web. 17 Jan. 2013.Rose, Matthias, and Andrea Bezjak. "Logistics Of Collecting Patient-Reported Outcomes (Pros) In Clinical Practice: An Overview And Practical Examples." Quality Of Life Research 18.1 (2009): 125-136. Academic Search Complete. Web. 17 Jan. 2013.Rouse, William B., and Andrew P. Sage. "Work, Workflow And Information Systems." Information Knowledge Systems Management 6.1/2 (2007): 1-5. Academic Search Complete. Web. 17 Jan. 2013.