Specialist community public health nursing - Essay Example

SPECIALIST COMMUNITY PUBLIC HEALTH NURSE, LEADERSHIP AND CHANGE MANAGEMENT: A CRITICAL REVIEW Contents Introduction 3 ment of Purpose 3 Male-Victim Domestic Violence 4 Leadership Styles 6 The Leadership Dynamics of SCPHN in MV Domestic Violence 8 Change Management 10 Lewin’s 3-Step Model 12 Resistance to Change 13 Kanter’s 10 Commandments of Change 14 Change Management and Change Theories in Relation to Domestic Violence 14 General Framework for SCPHN to deal with Male-Victim Domestic Violence 18 Conclusion 19 Bibliography 21 Introduction Change is an inevitable aspect of organisations and healthcare facilities and centres (Reissner, Pagan, & Smith, 2011). There is the need for every facility and every organisation to make changes to the way it does things from time to time. However, each change involves the modification of various structures and various things in such an organisation or institution. Good leadership and management will have to respond to this change in order to ensure that the change goes to contribute the best results to the healthcare facility (Sherring, 2012). There is the need to confront numerous barriers and other potential risks in order to attain the best and most appropriate results in each scenario (Campbell, 2008). Thus, in this essay, there will be a critical examination of the two concepts: leadership and change management in order to identify how they intersect in the healthcare sector in a practical manner. Statement of Purpose This essay gives an account of the theoretical and practical processes a Specialist Community Public Health Nurse (SCPHN) in the development leadership potentials and competencies as a Health Visitor (HV) relating to a specific issue or case. This report will draw into experiences and activities that were encountered during service implementation relating to male-victim domestic violence. This will involve a discussion and analysis of the problem of domestic violence and how an SCPHN can assist in dealing with it through HV and other practical affairs and matters The report will critique the leadership and management roles that exist in SCPHN and how they intersect with various concepts of leadership and change management in dealing with this practical problem or situation. In order to examine an important and significant element, the research will focus on an actual change that occurred in the health visit and this will provide the impetus for important analysis and evaluations of the theories of change management. Practical elements and practical aspects of leadership and the requirements of the role of SCPHN will provide the basis for the examination and evaluation of leadership management and theories in the SCPHN. Practical models of leadership and management and change management are examined and applied to elements and aspects of the health visit. This provides the impetus for discussions and application of concepts in the situation that occurred in the HV. The aim of this research is to examine relationship between leadership and change management and SCPHN from a practical and theoretical perspective. In order to attain this end, the following objectives will be explored: 1. A critical review of the link between leadership/change and SCPHN in a broad context of practice; 2. An evaluation of the dominant leadership styles and leadership theories in relation to SCPHN and how they relate to practical issues and problems; 3. An analysis of the theories of change and change management in relation to SCPHN in the context of the specific problem of male-victim domestic violence; 4. A synthesis of the theories in relation to their application to real life situations and issues in SCPHN. Male-Victim Domestic Violence Studies by the British Parliament indicates that a small number of males in the UK suffer from domestic violence and domestic abuse (Umeed, 2013). Researchers indicate that the biggest challenge to dealing with male-victim domestic violence is the backlash a man suffers in terms of his reputation and the tendency to trivialise such matters (Sniechowski & Sherven, 2004). Most men endure these forms of domestic violence in various forms without reporting it and it has become a challenge and difficulty in dealing with such matters and situations (American Journal of Mens Health, 2008). In the quest to deal with the problem of male-victim domestic violence, there are some barriers that prevent men from coming forward to report these offences. First of all, there is the obvious fear of loss of reputation or respect amongst most men. Other authorities also argue that some feminist thinkers postulate that domestic violence is always committed by men because men are often the root cause of these violence and women typically react to put these men on the right track (Hines, Brown, & Dunning, 2007). In taking any decisive action, there is the need for the police to modify their laws in order to properly protect male victims of these domestic violence and offences (Home Office, 2013). However, the fundamental approach prescribed for these male victims is to report and seek to use an independent domestic violence advisor. This will perhaps provide an appropriate antidote to the situation involving men suffering from domestic violence. Health visits in facilities by SCPHN will need to be sensitive to the following pointers: 1. Search for Health Needs 2. Stimulate Awareness on Health Needs 3. Influence Policies Affecting Health 4. Facilitation of Health Facilitation Activities (Cowley, 2007) Therefore, there is the need for the SCPHN to identify ways of helping the government in helping the government to find ways of helping male-victims of domestic violence. This will mean the SCPHN will have to find ways of safeguarding the lives of males at risk of these situations and also help to implement governmental policies relating to the improvement of care in such situations and contexts. These changes will have two implications. First of all, it will mean the SCPHN will have to play some kind of leadership roles in dealing with the problem by bringing together different stakeholders during health visits. Secondly, policy on dealing with male-victim domestic violence will induce changes in the health sector and the SCPHN will have to understand the changes in dynamics and apply various techniques in change management to ensure that these policies are implemented without issues during health visits. Leadership Styles Leadership style is important in change management and change processes like instituting a policy and practice meant to reduce male-dominated domestic violence. There are different approaches and methods of leadership. And the type that is implemented is important and crucial in determining the result of a given change process or system. Studies identify that the results of a given leader’s leadership drive depends mainly on the way followers perceive such leaders and there are different types of follower attitudes and processes (Kean, Haycock-Stuart, Baggaley, & Carson, 2011). In this case, the leadership styles must be varied and combined for an SCPHN and how s/he will deal with stakeholders in implementing change relating to male-victim domestic violence. There are fundamentally two types of leadership that are identified in the literature of leadership: transformational leadership and transactional leadership. “Transformational leadership is a style of leadership in which the leader identifies the needed change, creates a vision to guide the change through inspiration and executes the change with commitment” (Marshall, 2011, p. 3). Transformational leadership taps into the emotional and spiritual resources of the organisation and gets members of the organisation to tie their personal interests with the organisation’s fate and the organisation’s progress. This means that the leader is able to get the followers to identify that their needs and their expectations are no different from the vision and the strategic plan of the organisation and its progress. An SCPHN practicing transformational leadership will have to identify the needs and expectations of all stakeholders or affected persons and bring them together in a win-win manner. Transformational leadership gives stakeholders of organisations a sense of self-worth and they see themselves as a fundamental part of the organisation’s roles because they are made to understand that the changes in the organisation are no different from their own personal needs. Hence, stakeholders know that if they work hard, their needs are satisfied alongside the needs of the organisation (Barker, 2010). Transformational leadership in SCPHN indicates that the SCPHN provides a framework and system through which stakeholders see themselves as a fundamental and integral part of an organisation rather than a different unit and a different set of people in the organisation. Transactional leadership on the other hand refers to an old and colloquial system of leading in which leaders view followers as a means to an end (Barker, 2010). In other words, in transactional leadership, workers or followers are seen as labour and they are viewed as a factor of production and hence, they are not given any kind of consideration or inclusion in the organisation. Hence, processes like change are seen as something that is restricted to the leaders and the managers of the organisation with little or no concern for the workers and the followers within the organisation. In applying this doctrine to SCPHN, it can be said that a SCPHN who practices transactional leaders will view stakeholders as people s/he will have to deal with as items. In other words, the SCPHN will not go the extra mile to help those persons to meet their genuine needs. Rather, they will only work mechanistically with such persons. Douglas McGregor puts these leaders in one of two classes: Theory X or Theory Y. These are different leaders who have different approaches and different views to management, leadership and change. In the classification, Theory X managers are somewhat transactional leaders because they are immature and they view workers and followers with some degree of resentment (La Monica, 2012). Theory X leaders view workers as people who did not like work and needed to be forced, coerced and induced to work and deliver results for the organisation. Hence, the worker is being “bribed” off in order to carry out his tasks. To such an extent, the relationship between such leaders and their followers is mainly transactional. However, Theory Y leaders are transformational because they share ownership with their followers and involve followers in decision making and see them as partners rather than servants (Miller, 2013; Gitman & McDaniel, 2010). Therefore, the two leaders exhibit different forms and different attitudes which will affect the way change is implemented and the way change is shared and carried out with followers. Figure 1: Summary of Theory X and Theory Y Leadership Processes The Leadership Dynamics of SCPHN in MV Domestic Violence SCPHN are often middle ranked leaders who play a quasi-managerial role that is supervisory in nature. This is because they play a role as an intermediary link between the strategic members of a healthcare facility such as the management of hospitals and the board of directors of other NHS facilities in the UK and beyond. In dealing with male-victim domestic violence, there is the need for SCPHN to practice various elements and aspects of leadership in order to identify the impact of the new policies and try to coordinate stakeholders in this situation and matter. SCPHN are given inputs and insights into the way strategic plans are to be carried out and the way in which these plans are to be implemented. On the other hand, SCPHN are close to patients and they are able to implement findings on the ground. Hence, they have a leadership role and a leadership obligation that induces change and improvement in the reporting systems of men who go through domestic violence. Thus, they will have to be in the know of the changes in policy that occurred in the new male-victim SCPHN. Additionally, SCPHN are important players and stakeholders in organisations because their activities spill over to different units and different sections of organisations. This is because they carry out different functions and collaborate with different healthcare practitioners during health visits (HVs). Hence they are agents of change and they ought to put into practice, different processes and different activities that are important and vital in the attainment of results in the health sector. SCPHN have different obligations in order to undertake their tasks and roles in a way and manner that guarantees the best and most optimal results in what they do. This includes the following practical steps and the following practical processes: 1. Appreciate Change relating to the new rules and policies that come with combating domestic violence. 2. Understand the needs of stakeholders and their expectations 3. Identify the main vision of the top-level management of the organisation 4. Balance the needs of stakeholders and the strategic level leaders of the organisation 5. Define role as an SCPHN in relation to the best interest of all stakeholders 6. Implement role in a win-win context 7. Evaluate practice and results 8. Modify results where necessary. In line with the pointers identified in this study, it is apparent that an SCPHN will have to perceive and understand a given line of change in order to adjust and modify his or her practice during HVs. This is because they will have to understand the context of what is going on and the factors that are relevant to the change that has occurred in the context being reviewed. Through this, they will come up with a conception of what stakeholders will expect and seek to attain and work towards it. Typically, this will include different stages and different processes that will be important and relevant to the stakeholders. From there, an SCPHN will have to identify some practical issues that relates to constraints of stakeholders, particularly the vulnerable as against the authorities of healthcare facilities that they will deal with. This will give them the impetus for the needs of each group and from there, they can formulate a win-win process and a win-win practice that will guide them in their implementation of their practice in the context of a given change. This must be reviewed regularly in order to find ways and means of improving results and providing the best and most optimal practice and processes in their activities. Change Management “Change is assisted by a climate of enthusiasm and participation; resistance is a result of fear, prejudice, anxiety and ignorance” (Paton & McCalman, 2012, p. 13). This implies that change comes with various perceptions and views that people take up in relation to how they feel and think about various processes and various activities that culminate in the reactions of persons affected by the change. This is because change comes with so many uncertainties. And people are prone to wonder and panic in relation to the changes that are coming up as a result of a given pronouncement or proposition that will modify elements of an organisation or a healthcare facility. Hence, there is the need for some kind of action and activity that will occur in the organisation. The SCPHN, being an advanced practitioner in the healthcare industry will have to find superior ways and better means to calm these psychological worries and guide people to accept the changes in social systems and structures because of the changes that are proposed (Thornbory, 2012; Robotham & Frost, 2011). Therefore there is a direct connection between change and SCPHN practice in their activities and processes. SCPHN also has an element of leading and guiding members of the community in order to attain the improvement of the quality of lives of people in society, which is a fundamental end of nursing (Sines, Saunders, & Forbes-Burford, 2012). This is because nursing seeks to help people to improve the quality of life and SCPHN play a role in helping people to get a better control of their lives and also deal with the issues and problems in their lives in order to attain the best and most optimal results from their lives. Thus, leadership is an inherent aspect of the lives of SCPHN and this enables them to work and attain better results with persons they assist in their practice (Luker, Orr, & McHugh, 2011). Changes in the hard and soft aspects of a health care facility as well as the fundamental elements and aspects of a healthcare facility involve the need for some kind of changes and guidance in the affairs of SCPHN (Gopee, 2009). This leads to a situation and context within which the duties of SCPHN intersects with the realities of the society and helps them to attain the ends of their sector of practice. From this section, it is established that SCPHN’s work intersects directly with change management because their position makes them leaders in the society and community. Hence, they have to work to ensure that people adjust and streamline their lives in order to attain better lives in the light of change. The situational context implies that SCPHN creates a framework of leadership and the need for improving and enhancing the way people do their things in order to guide and help people and also provide leading roles and objectives in order to contribute to the healthcare industry and influence the lives of relevant stakeholders. There are various concepts and theories that explain how change occurs and how it must be monitored and examined in order to attain good results. This includes popular ideas like Lewin’s model amongst others. Some of these concepts are examined below in order to provide a basis for the evaluation of nursing in relation to change and its management. Lewin’s 3-Step Model In Appendix 2, Lewin’s 3-step model is presented diagrammatically to reflect the changes and modifications that occur in organisational settings like the healthcare industry. They are: 1. Unfreezing 2. Changing 3. Refreezing Unfreezing refers to the need to change and modify the way and structure within which an organisation or group is ran. This involves the creation of an atmosphere ready for the change that is impeding (Cherie & Gebrikidan, 2005). In most cases, this is about changing the old structures in order to make way for new systems and structures. This will mean that the past ways of doing things and old processes might not be appropriate for the organisation. Hence, there will be the need to get rid of these old processes and old systems. Changing has to do with coming up with new processes and new systems that are meant to replace the old once. There are several approaches for this and this includes compliance which involves threats and punishments. Identification is where the members of the group automatically accept the new system. Internationalization is a form of change that is about members’ attempt to change their ways to accommodate new ways and new methods of doing things. Refreezing is a process where the new system is reinforced and instituted in the organisation as a way of doing things and carrying out activities and processes. Refreezing comes with the consolidation of new processes and new methods of doing things and this becomes a fundamental part and an aspect of a given organisation and the way things are done in such organisations and institutions. Refreezing causes the new system to become accepted and institutionalised in the organisation. Hence, there is the creation of a foundation that is based on the new processes and new systems and approaches. Resistance to Change Change is not always accepted in an organisation as there are times and situations that people in an organisation might not find it appropriate to accept new trends and new processes. There are numerous reasons for these resistances. They include amongst others: 1. Self interest 2. Misunderstanding 3. Lack of trust 4. Contradiction 5. Lack of tolerance (Cherie & Gebrikidan, 2005) Change resistance creates a system where the new methods and new processes are rejected and this creates conflicts and numerous problems that can harm the organisation in their quest to attain results and the ends of the change process that has been instituted. Kanter’s 10 Commandments of Change In order to ensure successful change, Kanter identifies ten different principles that are ideal and desirable to ensure that change gains the right and appropriate roots in the organisation and the change attains its fundamental objectives and needs or expectations: 1. Analyse the organisation and its need for change; 2. Create a common vision and shared values; 3. Separation from the past; 4. Create a sense of urgency; 5. Support a strong leadership (transformational leadership); 6. Seek political support from within the organisation; 7. Craft an implementation plan; 8. Develop enabling structures; 9. Communicate, seek involvement and promote transparency and honesty; 10. Reinforce and institutionalise change Change Management and Change Theories in Relation to Domestic Violence Domestic violence occurs in a broad context of today’s society. Statistics indicates that most victims of domestic violence are women, rather than men and most perpetrators of domestic violence are men (Pattington, 2012; Drijber, Reijnders, & Ceelen, 2013). However, in most cases and in most situations, domestic violence meted out against men is left unreported because most men find it inappropriate or embarrassing to report such situations (Straus, 2004). This means that there are many men around the UK and beyond who endure various forms of domestic violence and domestic abuse which goes unnoticed in the social welfare system and due to this, professionals cannot provide help to such persons (Barber, 2008). When there is a situation where a class of people need help and guidance, the situation culminates in a manner that requires change and a modification of the structures of an organisation (Archer, 2000). These situations become inducers of change and they cause an organisation to change and modify its ways of doing things (Mann, Social Change and Social Research, 2010; Zimmerman, 2012; Mann, Andaman and Nicobar Tribes Restudied, 2008). Thus male-victim domestic violence is one that creates a situation that induces and changes the business environment and requires organisations to change through turbulence and disruption. Turbulence and disruption are an important and significant aspect of the business and work environment and this includes the healthcare industry (Kotter J. P., 2012). This implies that in all situations and in all contexts where an organisation is operating, it will have to adjust to the modifications and changes that occur in its operation. Change is often necessary to ensure the survival of the organisation and an improvement of the processes through which a firm carries out its affairs and activities (Kotter J. P., 2012). This includes various financial, social, environmental and political factors that come together to influence the organisation (Kotter J. P., 2012). Changes in the healthcare industry create a process where there is a reorganisation and a modification of the various processes and systems in the healthcare facility (Hewison, 2012). Empirical studies identify that fewer ward managers know about change management. Hence, there is a role and an obligation that falls to SCPHN in order to deal with changes and streamline affairs in the healthcare industry in order to attain results (Hewison, 2012). However, findings indicate that there is the need for proper change management techniques and processes to ensure an appreciable level of care quality. This is because changes Kotter identifies two types of change, a continuous flow of change and episodic change which comes up from time to time (Kotter J. , 2013). This is because there are some unconscious changes that occur within the organisation as the organisation continues to exist. On the other hand, there are some changes that are sudden and revolutional because they cause the fundamental structures of an organisation and society to change in a manner that it is felt by all members of the community. Such changes are drastic and require an urgent approach to dealing with the situation and its consequences. Complacency happens when a firm fails to act appropriately in relation to the change. Hence the negativity related to the change occurs and the organisation suffers for it. False urgency occurs when there is anxiety and this anxiety culminates in a situation where productivity is affected by the change and the leaders do little or nothing about it. On the other hand, true urgency occurs where there is an alert and proactive situation that causes people to rise up to the challenges that come with a specific change in business environment (Kotter J. , 2013). This is happens when leaders connect the deepest values to the activities and processes of the firm to the changes in variables that occur in a given period. This enables them to achieve optimum results and success in what they do relating to the period in question. In the case at hand, where a health facility identifies the need for the control and dealing with male-victim domestic violence, there is the need for the facility to find ways of diagnosing the issue properly. This will guide and direct change in the appropriate channel and manner. Another view point is that change prompts innovation when managed properly (Hewitt-Taylor, 2013). This is because change challenges existing ideas and views and this causes the structures of a given organisation to be modified. Hence, in cases where the change is managed properly, it leads to innovation and improved methods and approaches of doing things. On the other hand, where change is not planned and implemented appropriately, it leads to major chaos and negativity which causes an organisation to suffer serious consequences. Therefore, it is recommended that change must be implemented in an atmosphere where the leaders set objectives and achieve the objectives by way of overcoming resistance and trying to fix issues that come up in order to attain these objectives (Hewitt-Taylor, 2013). This involve changing people’s perception and modifying the way they define themselves in relation to the changing system and process within which modifications are occurring. Hence, the SCPHN will have to be sensitive to the objectives of a given change process and streamline the way people and other processes are reacting to the change in order to ensure optimum results in whatever is being done in the organisation or the change process. Change management involves the internal, intermediate and external environments within which a healthcare facility operates and carries out its activities (Glenn, 2010). These layers and processes affected in the change management process are depicted in the diagram shown in Appendix 1. The internal environment involves the elements and aspects of the healthcare facility or entity in which the SCPHN is practicing. This is the primary framework or area within which there is concern for the SCPHN and it involves the need for the SCPHN to carry out due diligence processes and activities in order to seek to influence processes and systems as a direct obligation. The intermediate environment involves the relationship with stakeholders who are connected to the healthcare facility. Then comes the external environment which involves the Political, Economical, Sociological and Technological factors. Thus, the SCPHN will have to ensure that there are modifications of attitudes and processes in order to streamline actions and activities relating to these different layers of the organisation and this must be done in such a way and manner that will align the various stakeholders with the objectives of a given change process or activity that relates to an entity. The SCPHN as an agent to change management will have to be a creative thinker and a strategic thinker (Glenn, 2010). In other words, the SCPHN being an agent to change management in an organisation will have to analyse things in relation to new additions and new processes that affects and influences persons they interact with through their visits. In doing this, they need to be sensitive to the change objectives and the ends that it seeks to attain in a strategic sense. This is where leadership concerns are important and vital to the SCPHN. SCPHN is going to be central and vital in dealing with male-victim domestic violence. This is because any change management plan will have to focus on SCPHN in dealing with the situation in the right context. General Framework for SCPHN to deal with Male-Victim Domestic Violence In a situation relating to a governmental policy or a general need for a health facility to deal with male-victim domestic violence, there will be the need for the SCPHN to identify the nature of the change and how it will affect leadership and the organisation. This is because the SCPHN plays a major role in guiding people through the change process. The SCPHN will have to identify the various classes of stakeholders who will be affected by the new domestic violence strategy and approach. This includes the identification of important perceptions and views that relates to men who suffer from domestic violence. This will prove vital in deducing the right reactions so that the SCPHN will find ways of dealing with these reactions in the society. From the processes, the SCPHN will be able to find the theoretical concept of leadership that best fits the process and actions of the new system that is going to be introduced. This will include amongst other things, the process and approach that will involve the SCPHN. The SCPHN will have to find leadership strategies and plans that will provide the best solutions and the best approaches to dealing with men and the society. This will include the identification of definite actions and processes that must be carried out to deal with the situation. First of all, the SCPHN will have to identify the changes that will occur and what will constitute unfreezing, change and refreezing. The unfreezing will include the changes in the processes and the modification of language including how to address the domestic violence problem and how to encourage men. This will include the institution of various measures and standards to get staff members to use the new system and change to the new method. In this process, it is apparent that the change will be induced by education of nurses and practitioners in healthcare facilities and this will be monitored during the change phase. Once it is apparent that most practitioners include male-victims of domestic violence, the new system will be consolidated and form the basis for actions by practitioners in facilities and the SCPHN will have to work on that basis. Finally, the leadership that the SCPHN will institute during HV will be one that must be transformational rather than transactional. Transformational leadership will involve the mutual assistance of people on the field and in facilities and viewing them as partners rather than as Theory X leadership which will involve using force. Rather, the change process to new systems that recognises male-domestic violence should be gradual and the leadership must be transformational rather than a forced one with aggression. Conclusion The research has identified important pointers and ideas relating to leadership and change. The study identifies that SCPHN is such that practitioners are put in a context where they have to carry out their activities in a way that reflects changes and modification of ideas. In this process, it is important to integrate various aspects and elements of change management and dynamic leadership in order to integrate the realities of the situation at hand. 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