Change management training embodies your organizational changes and should use engaging, high-impact content to help you spread your message and gain employee support. For this assignment, you will write your change management training plan which should be 750-1000 words and include the following elements:
1. Describe the objectives of the change management plan and the rationale behind the changes.
2. Outline the timeline for change and the communication plan strategies you will employ through this initiative.
3. Describe leadership roles and include change scenarios.
4. Outline team assignments/goals.
5. Illustrate support strategies to manage uncertainties and support employee involvement.
6. Describe sustainment training in your plan. Training shouldnt end once the change has been
implemented. Sustainment training can help reinforce the training. Change management
sustainment training can look a little different, and these items should be communicated in
your initial training as well. Include details in your plan for sustainment training, such as the
use of micro-learning opportunities, creation of a support network, or team check-ins.
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Communication Plan for PEL/VIP
Amanda Coffey
Professional Capstone
Dr. John Streit
April 16, 2024
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Communication Plan for PEL/VIP
PEL/VIP is implementing a new incident reporting system to foster a culture of
continuous learning and improvement in patient safety. Effective communication is crucial for
successfully adopting this significant change initiative. This comprehensive communication plan
outlines the objectives, key messages, strategies, feedback mechanisms, and action plans to drive
stakeholders’ awareness and engagement. We can navigate the change journey together by
aligning communications with business goals, addressing audience-specific concerns, and
maintaining a two-way dialogue. The plan provides a roadmap to ensure employees, leaders,
patients, and regulatory bodies understand the systems vision, embrace the cultural shift, and
actively contribute to enhancing care quality and outcomes.
Objectives
The primary objective of this communication plan is to drive successful implementation
and adoption of the incident reporting system, propelling PEL/VIP towards its vision of clinical
excellence. Success means fostering a culture of openness, trust, and continuous improvement,
where every employee feels empowered to report errors and near misses without fear (Fierro
Álvarez-Ossorio, 2022). By promoting transparency and learning from mistakes, the company
can identify and address systemic issues, enhance processes, and deliver consistently safe, highquality patient care.
From a business perspective, the systems effective rollout will strengthen PEL/VIPs
reputation as a patient safety leader, solidifying its position in the healthcare staffing market. It
will enable the company to attract top talent, retain skilled respiratory therapists, and build longterm partnerships with clients and regulatory bodies. Ultimately, success will be measured by
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improved patient outcomes, increased operational efficiency, and a workplace culture that
prioritizes accountability, teamwork, and professional growth.
Key Messages
The core message cuts through the complexity We are fostering a learning
environment to improve patient safety continuously. This simple yet powerful statement
encapsulates PEL/VIPs commitment to an open culture where mistakes are growth
opportunities, not blame. Supporting messages reinforce this vision, highlighting how reporting
errors proactively identifies systemic issues, empowers staff through training, enhances
processes, and ultimately elevates care quality.
Audience-specific messages will be tailored to address their unique perspectives. For
frontline staff, emphasizing a non-punitive approach and leaderships support in creating a safe
to report environment is crucial. Clinical leaders will be inspired to champion and model the
change. Patients and families will be assured that more reports translate to swift action and better
outcomes. Regulatory bodies will receive data-driven evidence of PEL/VIPs dedication to
responsible, proactive patient safety measures. Timely delivery of these contextual messages
throughout the implementation phases ensures sustained engagement.
Communication Strategies and Tactics
A multi-pronged approach will drive awareness and participation across PEL/VIP. For
leaders, interactive training sessions and focus groups will equip them as change champions.
They will receive toolkits with presentation templates, FAQs, and strategies to cascade messages
effectively to their teams (Weinberg, 2023). Frontline staff will experience immersive
experiences such as simulation scenarios, videos showcasing success stories, and brown bag
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sessions to address their concerns openly. Recognizing reporting milestones through
gamification and incentives will reinforce desired behaviors.
A public awareness campaign highlighting PEL/VIPs safety-first approach will instill
confidence in patients and families. This will include informative videos, brochures in waiting
areas, and patient testimonials. Regulatory bodies will receive detailed reports demonstrating
quantifiable improvements, data analyses, and invitations to collaborative meetings. PEL/VIPs
external website, social media channels, and a dedicated intranet page will consistently
communicate the systems vision and progress to internal and external stakeholders.
Mechanism of Processing Input and Ongoing Feedback
Maintaining an open feedback loop ensures the communication plan remains agile and
responsive throughout the change initiative. Frontline staff will be invited to participate in
periodic town halls, focus groups, and one-on-one sessions, providing a safe space to voice
concerns, suggest improvements, and share ground-level perspectives. Frequent online and inperson pulse surveys will measure sentiment and awareness levels and identify potential gaps,
misconceptions, or areas requiring targeted messaging (World Health Organization, 2020). These
surveys will cover aspects such as understanding of the initiative, perception of leadership
support, and comfort levels with reporting incidents.
A cross-functional advisory team with representatives from various departments and
levels will regularly review consolidated feedback, discuss successes and challenges, and
propose data-driven communication strategies and tactics adjustments. Leadership will actively
participate in these sessions, demonstrating their commitment to transparency and willingness to
course-correct based on employee input. By embracing an iterative approach, remaining attuned
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to evolving needs, and taking prompt action on feedback, the communication efforts will
maintain relevance, build trust, and drive sustained engagement throughout the implementation
journey.
Action Plan
The action plan is a comprehensive roadmap that outlines the specific activities,
timelines, and responsible parties for executing the robust communication tactics. It will be a
living document, regularly updated and adjusted based on feedback and progress monitored
through defined metrics. Key activities in the initial phases include developing communication
materials like presentations, videos, FAQs, brochures, and print collaterals aligned with the core
messages. These will undergo a rigorous review process by the legal team, leadership, and crossfunctional advisory group to ensure compliance, clarity, and consistency with the broader
organizational goals.
After the materials have been given a go ahead, a comprehensive leadership briefing and
training program will start the cascading process through PEL/VIP. At the same time, the
internal campaign will begin with regular newsletters with intranet updates, visual notices like
posters and screensavers, and other interesting content. Pulse surveys, town hall meetings, and
focus groups will be done at the same time to regularly measure sentiment and awareness level
and also collect critique and change directions. Communication channels such as patient and
public outreach, success story sharing, data-driven progress reporting and leadership
communications will be strategically released according to a defined timeline during subsequent
phases of the scheme.
Conclusion
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In conclusion, communication is the factor that will open the system of PEL/VIPs
incident reporting system. This multifaceted roadmap outlines the method of involving all
shareholders, responding to their particular needs, and cultivating the culture of continuous
learning and improvement. Our plan is to bring forth awareness, action-oriented activities, and
the leadership of change by communicating the business aims, advanced methods, and open
communication. Through measures of communication tailored to the employees, leaders,
patients, and regulatory bodies, a unified vision of improving the standard of patient care through
staff excellence will be actualized. Concise and explicit message would finally serve as
cornerstone of this most impactful cultural transformation.
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References
Fierro Álvarez-Ossorio, B. (2022). Communication: the key to success? Does the communication
strategy of NGOs have an impact on their performance?
Weinberg, J. (2023). Building Trust in Political Office: Testing the Efficacy of Political Contact
and Authentic Communication. Political Studies, 00323217231185706.
World Health Organization. (2020). Pulse survey on continuity of essential health services
during the COVID-19 pandemic: interim report, 27 August 2020 (No. WHO/2019nCoV/EHS_continuity/survey/2020.1). World Health Organization.
PEL/VIP Clinical Excellence Initiative: Implementing an Incident Reporting System
Amanda Coffey
Professional Capstone
Dr. John Streit
April 9, 2024
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PEL/VIP Clinical Excellence Initiative: Implementing an Incident Reporting System
Organizations Vision
With an effective incident reporting system (IRS), PEL/VIP will encourage an open,
learning, and always-improving culture. Employees will feel free to report mistakes and close
calls without fear of punishment because their reports will be used to find systemic problems and
stop future incidents. PEL/VIP will improve processes, training, and equipment by regularly
looking at reported incidents. This proactive approach will improve patient safety protocols and
improve care delivery in all facilities (Hamed & Konstantinidis, 2021). The system encourages
open communication and responsibility, which will help staff members work together better and
trust each other more. Reports of incidents will help respiratory experts learn new information to
help them perform better. As patient outcomes improve, PEL/VIP will become known for
providing excellent care and bringing in more clients and skilled workers. People in the industry
will look up to the company because it puts quality and safety first. Ultimately, the incident
reporting system will turn PEL/VIP into a learning organization that is always trying to improve
for the sake of patients and staff.
Benefits of the IRS
Since this system reduces mistakes, patients will be safer and have better health
outcomes. With an IRS, Yusuf and Irwan (2021) posit that employees can improve their skills
and knowledge by getting ongoing training based on reported information. Leadership can find
and fix problems that affect the whole system, making processes run more smoothly. Setting an
example of dedication to openness and good care will boost the company’s reputation. Partners in
healthcare and government agencies will trust PEL/VIP’s proactive approach to patient safety,
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thus increasing its chance of getting government grants and funding. An open learning culture
can improve morale, teamwork, and job satisfaction for everyone.
Addressing Concerns
As PEL/VIP sets up their IRS, they must be aware of and prepare for several possible
problems. One major issue is that workers might fear being punished or retaliated against for
reporting mistakes, even if they are told that no punishments will be instigated (Amaniyan et al.,
2019). To fix this, leaders need to ensure that the caregivers know about an amnesty policy for
incidents they report independently. Mutair et al. (2021) posit that creating a fair culture where
people are more interested in learning than blaming is very important. PEL/VIP should let staff
help design the reporting processes to build trust and buy-in. Another problem they might
encounter is that some skeptical employees may not believe the leadership wants to be open and
honest. Leaders can show they are human and set an excellent example by owning up to their
mistakes and telling others about them. Sharing quality metrics and real-life examples of how
reporting stops harm from happening again can bring attention to the system’s value. Finding
change champions among respected staff and giving them the power to spread the change can
also help. If there are a lot of reported mistakes during the transition period, patients and their
families may lose faith in the institution. PEL/VIP should get ahead of this by teaching
stakeholders that more reports mean more actions can be taken to fix problems and make things
safer in the long run. It will be important to share data over time showing better patient
outcomes. It is also possible for regulatory bodies to be skeptical at first, so it is best to work
with them and let them know the new system’s goals.
Market Concepts
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As an early adopter of a full incident reporting system, PEL/VIP can set itself apart in the
healthcare staffing market as a leader in improving patient quality and safety. This proactive
approach shows that the company is dedicated to learning new information all the time and
improving the way care is delivered. It lets potential clients know that PEL/VIP values openness,
responsibility, and getting better results (Yusuf & Irwan, 2021). A competitive edge is also
gained from the large amount of data and insights gathered through incident reporting and
analysis. This can help PEL/VIP train their respiratory therapists better, ensuring they have the
most up-to-date skills. They can find and fix systemic problems more quickly, which also helps
them run their business more efficiently. This commitment to putting people first creates a better
workplace and fosters employee retention.
KPI Metrics
Several key performance indicators (KPIs) can be tracked to measure the effectiveness
and adoption of the new incident reporting system. The rate of incident reports is a fundamental
KPI; more reports at first mean that the system is being used the way it was meant to be. Rates of
adverse events, near misses, and medication errors are patient safety KPIs that can show if the
system is meeting its goal of making the institution safer. In line with patient safety, a valuable
KPI would be a patient satisfaction index to showcase how well the patients are pleased with the
institutions measures. A good KPI indicator would be a drop in the number of aforementioned
types of incidents. Operational KPIs include tracking how long it takes to investigate incidents
and make changes based on those findings. Finally, tracking employees’ engagement, job
satisfaction, training, and turnover rates can show how the new system changes PEL/VIP’s
employer brand and ability to acquire and retain employees. Reviewing this balanced scorecard
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of KPIs regularly allows for data-driven assessments and changes that will lead to long-lasting
success with the change.
KPI
Metric
Target
Reporting
Number of incidents reported per month
Increase over
baseline
Percentage of staff submitting reports
Percentage of reports with complete
information
Rate of adverse events per 1,000 patient days
>80% participation
>90% completeness
Participation
Report Quality
Patient Safety
Patient Satisfaction
Rate
Culture
Operational
Talent
Rate of near miss events per 1,000 patient
days
Overall patient satisfaction score
Employee survey: Psychological safety score
Employee survey: Trust in leadership score
Average time from report to investigation
completion
Average time from investigation to corrective
action
Employee turnover rate
Time to train respiratory therapist positions
Decrease over
baseline
Decrease over
baseline
>=90th percentile
>4 on 5-point scale
>4 on 5-point scale
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