Practice Change in the University Hospital

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Practice Change in the University Hospital

Table of Contents

Introduction
Literature Review
Key aspects of change
Summary
Reference List

Introduction

This proposal will describe the interventions which will be needed to reduce the level of noise within one unit of the University Hospital; in particular, the specific aim is to achieve at least 45 percent noise reduction. This task can have several important implications for the welfare patients; for example, by achieving this goal, one can increase their satisfaction and shield them from sleep deprivation which adversely affects both physical and psychological health.

Literature Review

To a great extent, this problem takes its origins in the behavior of medical workers and the procedures established within a hospital. For example, one can speak about the regulations regarding the use of mobile phones or pagers.

There are several interventions that can be useful for achieving this task. In particular, it is necessary to select a medical worker who will listen to the concerns of patients and document cases of excessive noise. This position can be called Noise Champion. This person can make sure that other medical workers take sufficient precautions against excessive noise levels. To some degree, such initiatives are supported by researchers who also lay stress on the need to respect a patients right to silence (Cmiel, Karr, Gasser, Oliphant, & Neveau, 2004). Moreover, it is vital to enforce the new rules which are necessary for the reduction of noise levels (Cmiel et al., 2004). In turn, this task can be performed by the Noise Champion. For example, healthcare professionals working in my unit sometimes forget to close the doors when they leave a patients room. Therefore, this problem can be addressed if employees change their attitudes towards existing rules. Furthermore, patients should be informed about the initiatives aimed at reducing noise levels in the unit. They should be empowered enough to report excessive noise levels. This step is also vital for improving workplace procedures. The engagement of patients is also advocated by scholars; in their opinion, patients can better pinpoint the flaws in the work of medical organizations. Moreover, they state that the interactions with patients can assist healthcare professionals in identifying the causes of excessive noise levels in the unit (Trochelman, Albert, Spence, & Murray, 2012). Such an approach has already been adopted. This approach has been tested in the Cleveland Clinic (Trochelman et al., 2012). Therefore, cooperation with patients is vital for attaining for implementing this change.

Finally, researchers lay stress to create the so-called quiet time when medical workers should reduce noise levels to the minimum (Patton, Zalone, & Ludwick, 2014). In my opinion, it is important to shift the quiet time from 9 a. m. to 12 a. m. This intervention has not been tested before, but it should be considered, because at 9 a.m. the employees have to check patients and provide medications to them. This is why it is rather difficult to minimize the level of noise. Thus, one can say that medical workers should change some of their workplace procedures, but this practice is quite realistic. These are the main details that should be distinguished.

Key aspects of change

Overall, the change proposed in this paper is primarily aimed at enforcing the rules adopted in this unit of the hospital. Moreover, the new policy places emphasis on the empowerment of patients. This argument is particularly relevant if one speaks about the first two interventions. Furthermore, one should speak about the transformation of workplace procedures. Each employee working in this unit will be responsible for the implementation of this change. However, much attention should be paid to the role of the so-called noise champion who will make sure that other people take the necessary steps to reduce the levels of noise.

This change will be implemented only within one unit of the hospital. At present, this division of the hospital is not able to achieve significant noise reduction, and this situation results in the dissatisfaction of patients. This change will primarily benefit patients who are very sensitive to noise. At the same time, this policy can influence medical workers because these people will need to reach higher performance standards. As it has been said before, the main goal is to achieve at least 45 percent noise reduction. This goal should be achieved within 60 days. The efficiency of this practice can be evaluated by examining the surveys of patients who can tell if noise affects them in any way. This approach can be vital for the impartial assessment of a new practice.

Summary

The reduction of noise within a hospital unit is critical for improving the experiences of patients. The proposed policy is supposed to ensure that medical workers follow the rules which are necessary for minimizing patients exposure no noise. Moreover, medical workers should pay more attention to the opinions of patients who can identify potential malpractices. The chosen policy does not require considerable investment, and it is not very time-consuming; so, it should be considered by hospital administrators. This is one of the main details that can be identified.

Reference List

Cmiel, C. A., Karr, D. M., Gasser, D. M., Oliphant, L. M., & Neveau, A. J. (2004). Noise Control: A Nursing Teams Approach to Sleep Promotion: Respecting the silence creates a healthier environment for your patients. The American Journal of Nursing, 104(2), 40-48.

Patton, R., Zalone, M., & Ludwick, R. (2014). Nurses Making Policy: From Bedside to Boardroom. New York, NY: Springer Publishing Company.

Trochelman, K., Albert, N., Spence, J. & Murray, T. (2012). Patients and Their Families Weigh in on Evidence-based Hospital Design. Critical Care Nurse, 31(1), 1-10.

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