Leading change during an inpatient critical care unit expansion.
Acute care hospitals are changing rapidly to address economic and technologic advancements and meet community needs. The authors describe 1 medical center's use of Kotter's work on leading change to expand the neuroscience intensive care unit from 10 to 30 beds to meet community needs, improve hospital efficiencies, and increase bed capacity. Nurse satisfaction, retention, and other human resource quality data that showed positive results are compared before and after the change.
Braungardt
Theresa
T
Patient Care Services, Harborview Medical Center, Seattle, Washington, USA. tlbraun@u.washington.edu
Fought
Sharon Gavin
SG
D000041:Absenteeism; D000328:Adult; D001291:Attitude of Health Personnel; D003142:Communication; D003299:Cooperative Behavior; D005260:Female; D006749:Hospital Design and Construction / Q000379:methods; D006801:Humans; D007362:Intensive Care Units / Q000458:organization & administration*; D007400:Interprofessional Relations; D007588:Job Satisfaction; D007857:Leadership; D008297:Male; D008875:Middle Aged; D009718:Nurse Administrators / Q000458:organization & administration / Q000523:psychology; D024802:Nurse's Role / Q000523:psychology; D015404:Nursing Methodology Research; D009741:Nursing Staff, Hospital / Q000458:organization & administration / Q000523:psychology*; D009936:Organizational Innovation; D010563:Personnel Turnover / Q000706:statistics & numerical data; D010934:Planning Techniques; D011209:Power, Psychological; D014193:Trauma Centers / Q000458:organization & administration; D014861:Washington