[Sharon]

Think of a time of difficult change in an organization that you were part of or affected you. What was the reason for the change?  Did you resist the change? Where did you see yourself during that change – as an innovator, early adopter, early majority, late majority, laggard or a rejecter?

Using the above questions as a guide, reflect on a change that happened in your work environment.

[Jaswinder]

One change I experienced at work the company switch from paper records to digital ones. The reason for the change was to make work faster , reduce errors and make information that easy to see. Initially I felt little bit nervous because I was used to the paper record method, I knew it took some time to get used to the new system. But after practicing and getting proper training, I noticed that the new system made the work easier.
I believe that I was in the early majority during this transition. Although I was not the first to use the new method. After getting better understanding I adjust myself and accept it. I learned that initially , new things can be hard to learn but when you understand it becomes easier for you.

[Cheryl]

Our agency is investigating this sort of transition as well and it has been very difficult to motivate our staff to want this change. I am confident that once we are able to show the benefits and efficiencies and how it can improve performance, our staff will find their confidence and actually find it works better!

[Vanessa]

I remember adapting to paper charting to online. Learning new programs, while trying to complete day to work tasks was overwhelming. Looking back I now chuckle, because I would hate going back to paper charting, now that everything is digital and so accessible. Sometimes its difficult keeping up with the latest technology, but now it is near impossible to live/work without technology.

[Shea]

I can definitely relate, I also started nursing with paper charting and then transitioned into EMAR, so I understand how overwhelming it can feel at first. It’s great how you stayed open to learning and were able to adapt, and I agree that once you understand the system, it really does make things easier.

[Susan]

I remember the switch to digital charting and documentation and there was alot of resistance from all levels of care where I was working, in that situation I would say I was probably a “Early Majority”, as though I was quite comfortable with the paper charting as that is how I had learned, I was also aware of the need to move on to new things, and able to adapt quite well, Great example!

[Lisa]

Hi Jaswinder, it is hard to think back to the days of paper charting. I agree it is hard to be comfortable/familiar with a way of doing things and then have to learn a totally new way to complete crucial charting. I think you handled it well and although maybe hesitant to change, eventually you were open and could see the benefits of the new program.

[Sarena]

Oh the days of paper charting! The thickest binder, signing off each medication with an initial. So greatful for electronic documtation

[Shannon]

I also really appreciate electronic documentation. We use to clip different shifts with different colour’s that I thought was a waste of time. However that was the practice at the time. It’s interesting how some LTC homes have had electronic documentation for so long where others have only recently obtained it.
I was and am an early adapter to EMars.

[Deirdre]

I agree that this older way had some many gaps and mistakes came from this, but now we are all caught up and it is a mere memory of the past.
Smile 🙂

[Erin]

I remember just starting out as a PSW while in nursing school, all the charting was paper charting and I was just getting used to this when the change to electronic charting was happening. Even though I was in the “technology aged” group, it was still a difficult a frustrating change for me. Looking back now, I am so thankful for the change to electronic charting.

[Cheryl]

We integrated a new program for our organization to use for all functions of our division. I would have seen myself as a developer in this scenario in a sense that this was brand new to me and I was learning and it was complicated. I now had to gain my staff’s confidence in this new system and convince them it would be more efficient than the old system we were using. There was a lot of “push back” and had to be creative in keeping them inspired to learn something new. I would take frequent breaks and give thorough explanations and comparisons with how this new program would work better than the old one. With much teaching and repetition and mentoring, we were able to adopt the new program without too much difficulty and now, my staff can see the benefits. I always reminded them that change was scary but often necessary to be more efficient.

[Jamie]

Hi Cheryl, this is a great example, and it’s also so common for those in leadership positions. It’s hard when everyone seems to be pushing back on change, but since you are in a leadership role, you are expected to lead by example and get everyone on board. It sounds like your persistence and influence really paid off!

[Linda]

Gaining the staffs confidence is hard when trying to implement new things. Change is hard for everyone. Sounds like you did a good job as a leader in this.

[Tammy]

an organizational change that effected me which has been a challenge was that our director had moved onto another organization and we were without one for a period of time. Then when a new director was brough it, there was a challenge of learning each others leadership styles and ways of doing thing. online platforms were quickly introducted due to their previous ways of doing things which was a learning curve for on the floor team members.

[Angusami]

Hello Tammy,
Thanks for sharing your experience.
I totally understand your experience with the challenges that arise during a change in leadership within your organization. Truly, uncertainty is inevitable when there’s a lack of direction or when a new individual steps into the leadership role.

[Chantelle]

I can relate to this change. Changes in leadership can be challenging, especially when you are trying to adjust to a new style while also learning new systems. I think situations like this show how communication and support are during transitions. Hopefully things have become easier over time.

[Deirdre]

That would of been a hard one. All those changes can bring fear, disorganization, and chaos.
I hope there was a lot of grace given as everyone went through the learning curve

[Angusami]

Hello all,
As per our reading for this module, organizational change includes alteration of organizational environment, culture, technology, or people. Also, change is imminent at times for an organization to positively influence efficiency. We are at the point of moving our LTC operations to the newly built facility. A smoother transition needs various training for staff (i.e., fire, laundry, maintenance, etc.) to make staff familiar with the environment and safety instruction modules to complete. Incorporating all these new items into our regular workload puts our work routine harder. In my opinion, we, the staff members, are “early adopters” who are open to change but not obsessed with proposed change; also, they are receptive. We did not resist change. As one of the staff members of the facility, I find myself adapting to the new learning environment to help accommodate the change for good.

[Thea]

Hi Angusami,
Your experience shows how challenging organizational change can be, especially in long-term care. Moving to a new facility means more than just a new space; it also brings changes in workflow, technology, and daily routines. I agree that training is essential. Without good preparation, it would be hard to keep both staff confident and residents safe during the transition.

I like that you noticed your team is made up of early adopters. Being open to change, even when you already have a lot to do, shows real professionalism and dedication to good care. It makes sense that taking on new training and tasks can feel overwhelming, but your willingness to adapt is a great attitude.

You also point out how important teamwork is during times of change. When staff help each other and stay open to learning, the process becomes easier and leads to better care for residents.

[Alexis]

Hi there!
After reading the text, I found myself thinking that many nurses are probably “early adaptors” as our jobs require so much flexibility and constant change in our day to meet patients needs especially when changing in patient status and then reorganizing our task list. So, I find it interesting that your staff members are early adopters, I wonder if many of us nurses are without even realizing it. It also made me wonder how much they were included in the change and informed of the change. The text highly emphasizes that when individuals are most effected by the change are involved, then that is the most successful plan for change. I’m wondering if that is why your team has been very receptive and adaptive. It also got me thinking that a person can probably jump between all the behaviour responses of change depending on how involved they are with the change plan.

[Marion Catherine]

Hi Alexis, thank you for sharing your insight about nurses being early adopters for change. Recognition of this skill and ability among nurses is highly underrated. Being underrated does create a tension within the profession and yet again nurses find ways to adapt to a myriad of factors that go unseen. I appreciate you insight and will take you words with me as I enter into another day on the unit! Acknowledging the work we do as a normal course of action normalizes what is extraordinary.

[Marion Catherine]

The reason for change in this scenario is the result of a change in management at the senior level of the facility. Because the motivating factors for the change are based on the founders vision and mission statement, I embraced the philosophy and became an early adopter. This ambitious step into the future by leaning on the past is a significant challenge. Over the many years the shift away from the original intent has created an unhealthy and uncertain working environment. Consequently, in order for my colleagues to trust the process of change, some serious planning, implementation of the plan and honest evaluation is going to be needed. To that end I will be offering some innovative ideas that may support the success of the change initiative.

[Nathalia]

Hi Marion,

I greatly appreciate that your company offers the opportunity for others to be included in the process of change. As i mentioned in my experience, my previous company did not share that thought process and began with a clean slate. I can appreciate that with time and different staff coming and going, the environment can change and steer away from the original intend. However, it takes some of us to advocate for each other to continue to grow and acknowledge when we need to implement change. I hope your support can help with the process of change and implementation in your practice.

[Vanessa]

During the height of Covid 19 one of the most difficult periods in our organization came from the constant changes in legislation. Each new directive meant reworking routines and reassuring residents and families while were still trying to understand the changes ourselves. The pressure created a sense of instability but it also revealed how resilient and collaborative our team could be when everything around us felt so uncertain.

[Sharon]

Hi Vanessa,
Having the capacity to adapt and deal with changes in the workplace often improves the level of communication between you and the entire team. It also helps you work as a team to adapt to the changes and allows you to cultivate deeper relationships, enhancing teamwork and trust with colleagues.

[Marilyn]

Hi Vanessa,

That’s a great point. Being able to adapt to change really does strengthen communication within a team. When everyone is going through a transition together, it encourages more open discussions, sharing of ideas, and supporting one another. This kind of environment helps build trust because team members rely on each other to navigate the changes.

I also agree that it can deepen relationships. Facing challenges as a group often brings people closer and improves collaboration. Over time, this not only makes future changes easier to handle but also creates a more positive and supportive workplace overall.

[Samantha]

Hi Vanessa,

I can really relate to this. I worked in LTC during the pandemic, and it seemed that every day I came into my shift there were new directives and protocols to learn and adapt to. We all had to not only adjust quickly but also ensure the entire care team was on the same page to maintain continuity of care. Looking back, I realize how much that time in my career taught me about resilience, flexibility, teamwork, and self-reflection. Overall, it showed me the importance of pushing through difficult situations and focusing on what I can learn from each experience.

[Kellie]

Yes! I remember this all to well. When the government said, do what you have to do it presented with a long lists of issues. Working with the employer to ensure a s little disruption was key. This was a great team effort so that all residents and staff had their needs met in a very uncertain and terrifying time.

[Sharon]

My organization went through a period of consolidation; merging two teams requiring us staff to learn new work procedures, new skills, assuming new roles and responsibilities and reporting to a new supervisor. This change also requires us to commit to new working hours and rotating shifts. This change was been implemented to improve efficiency, solve financial and operational challenges. There were a lot of resistance in the beginning but with very transparent communication as to why the organization was moving forward with the changes and the benefits to the company long term I was onboard. I think that I was in the early majority/ early adopter during this period of change.

[Linda]

Sharon,
That sounds difficult. I think the fact that the corporation was transparent about the motivation behind the change was a key factor in peoples ability and willingness to change with them. The more involvement that the workers have during big changes like that, I think will make the transition more accepted.

[Shea]

A difficult change I experienced was moving from a long-term care routine to a more structured chronic care hospital setting. The change was made to gain more experience in a hospital setting with patient care and have the opportunity to gain new skills. At first, I did feel some resistance because everything was new and required me to adjust quickly. Over time, I saw the benefits and became more comfortable. I’d say I was part of the early majority as I wasn’t the first to adapt to a new environment, but I adjusted fairly quickly with practice and knowledge .

[Evan]

A new environment is always a difficult change but the variation of experience is worth it in the long run. Good job adopting the the new skills and pushing to improve on your preexisting experience. By being quick to adopt the new changes you inadvertently encouraged others to also adopt the new changes.

[Susan]

I was involved in a change in a small unit (35 staff nurses) , the management was wanting to change our schedules quite significantly and there was alot of unrest amongst the staff. I was a fairly new member of the team and had worked the proposed schedule with success at my prior position, I could see the reasonings of both sides of the discussion. In an effort to assist in a smoother transition, I volunteered to sit on a committee that was tasked with bringing the two sides together. This was a very heated topic and required clear and defined decision making. We were able to arrange several anonymous votes to ensure we were meeting the needs and wants of the nursing team, while also meeting the needs of the unit. It was a 6 week commitment and we were eventually able to come to a decision and make the changes , while improving the management/ team communication in the progress.
I would say I was an early adopter through most of this process, seeing the need for the change and helping to make the change in a way that was benefitting to both the hospital and the nursing team.

[Thea]

One personal change I went through in my nursing practice was becoming more confident about speaking up for residents. When I first started as a nurse, I often doubted my own judgment and held back from sharing concerns, especially around more experienced colleagues. I was afraid of making mistakes or crossing a line.

I made this change to help keep patients safe and give better care. I saw that staying quiet could slow down important actions and harm residents. With experience and support from my coworkers, I started to trust my own assessments and share my concerns more clearly.

At first, I was hesitant and slow to step out of my comfort zone. But as I saw good results from speaking up for residents, I slowly became more confident and took more initiative.

This change was hard, but it was important for me to grow as a nurse. I learned that being confident and communicating well matter just as much as knowing the clinical side. Now, I feel more at ease speaking up, working with my team, and ensuring residents receive safe, timely care.

[Emmaline]

One difficult change I experienced at work was an unexpected organizational change. I was working in a long‑term care home that experienced a major flood, and we had to escort all residents to a nearby community center for safety. In that moment, everything changed for every department. Daily routines, meal preparation, workflow, and even technology had to be adjusted quickly.

In this situation, I saw myself as an early adopter. I adapted to the changes right away and didn’t focus only on my own nursing responsibilities, I supported other departments as well. My priority was ensuring that residents remained safe, comfortable, and cared for throughout the transition. Despite the challenges, staying flexible and solution‑focused helped maintain stability during a very stressful time.

[Terrinah]

HI Emmaline, I can relate to this aswell. when I worked at a nursing home, someone with a truck hit the building and caused severe damage and we lost electricity. This was a very difficult time for us, We had to relocate some residents to. near by motel. and adopt to the new reality for week or two weeks. we had to move all our critical pts and work from the motel. I adopted to this new environment. It was hard for us but we were able to still over the highest level of care to our pts.

[Marilyn]

Hello Leaders!

Reading everyone’s experiences really highlights how common and challenging workplace change can be, especially in healthcare settings. I can relate to the transition from paper to digital systems. At first, it can feel overwhelming and uncomfortable because it takes you out of your routine. However, as many of you mentioned, with proper training, practice, and support, it becomes much easier and even more efficient than the old way of doing things.

I also noticed a common theme of initial resistance followed by gradual acceptance. This shows how important it is for organizations to provide clear communication, guidance, and encouragement during times of change. When staff understand the purpose behind the change and feel supported, they are more likely to adapt successfully.

Another key takeaway for me is the role of teamwork. Whether it was transitioning to new technology, adapting to new leadership, or handling unexpected situations like emergencies, collaboration and supporting one another made a big difference.

Overall, these experiences show that while change can be difficult at first, it often leads to growth, improved skills, and better outcomes for both staff and patients.

Let’s keep the conversation going!

[Jamie]

One example that I can think of regarding an experience of going through an organizational change was when a clinic I worked with was merged with a much larger organization. Our tiny clinic had lost funding and had no choice but to merge into a much bigger organization or face shutting down completely. Facing this, there were a lot of different routes taken. I would have been an early adopter, but many others were resistant or left altogether. It was a challenge to embrace this change because our clinic did not fit into the larger organizations mold. Our practices were different and much less structured. I, and everyone else that stayed, had to find a way to enjoy the challenge, and also fight to keep our way where possible, in order to not lose the benefits of our small clinic that clients had grown to love.

[Alexis]

A time of difficult change in an organization was when I transitioned from one organization to another. I moved from a big city to a small town. The big city was more advanced in their online charting system while the small town hospital I moved to used paper charting. The reason for the change was because I was moving back to my hometown. I would say I did resist the change initially. The text explains that there are four factors that affect the ability to cope with change, one of them being flexibly. I think at this time, I was lost in the flexibility of it all. Adjusting to a new place/ new unit and then a new charting system. The form of paper charting they used was charting by exception where I was used to electronic charting where you charted on all systems even if normal. Charting by exception had me feeling like I was missing things. Another factor that affects ability to cope the change is anticipated consequence; I did feel that. During the beginning I kept feeling like I was missing key charting points and that my license was on the line. After reading the text, I think during this change I was a late majority. I was very skeptical of this change and had many negative feelings towards their charting system. I felt like a follower in this change, as the text describes as another trait of late majority. Everyone was already well known and adapted to this charting system so I felt like I had to just follow along because it was what it was and I could not change the system. I expressed my concerns with the nurse I was paired with as well as the manager of the unit and they both helped me learn and showed resources of exactly what charting by exception was and what was required and after I did that, I was a lot more receptive to the change.

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[Leah]

A difficult change at the LTC I was working at was when we lost a significant amount of residents during the pandemic and in order to keep receiving funding, we had to keep our ratios at a certain number so we had to accept new residents. Of course I was furious and very upset for these new residents and their families as they were subjected to 2 week quarantine moving into a new environment. Luckily the unit I was working on mainly was the ground floor so the families would come by the window and say hello. It was difficult to separate the new residents from the current ones as some of the new residents were very confused about where they were and would leave their rooms. It was very mentally and emotionally draining on everyone, including the residents. I strongly rejected this idea at first, even went to the manager to talk to them about it. There was nothing they could do, it was us VS the government funding that we needed. During our weekly meetings my team and I came up with plans for a better approach with new residents during their 2 week quarantine, with extra staff or a 1:1. It worked and everyone in the building tried to follow this new idea until the strict rules came to an ease a few months later and families were allowed visits.

[Katrina]

I would definitely consider your difficult change as an “Early Majority” because you found it difficult a first, you needed time to understand/adjust to change, you didn’t like the change but learned to adapt and accepted the change until it felt normal to you. During COVID that change was difficult for everybody and every one dealt with the change differently. Forward to the present day, the pandemic changed how health care is delivered and managed.

[Freda]

Growing up without technology has been a challenge at times during my nursing career. As much as I would like to see myself as an innovator there have been times when a change in technology has presented itself and I have found myself being an early majority. I wouldn’t say I resisted the changes but I can comfortably say I was hesitant and anxious. Once, it was moving from paper medication administration records to electronic and the other moving from Medicare to Point Click Care. Both times I was fortunate to be working for a corporation, so the LTC home I worked for was given the opportunity to not be the first home in the organization to implement. This provided time for the early adopters to face some of the barriers and share their learning with others. Going from paper to electronic was probably the most challenging and I was used to having everything in front of me and not on a screen where I would have to scroll. I understood the need but I was also aware of my limitations and the learning curve I was going to face.

[Aysha]

We are getting ready for the big transition to a newly built facility. With so many new changes management wants me to complete all the VAT assessments, and the change should reflect on the care plan. With my existing behavior referrals and caseloads, these VAT assessments are an extra burden for me to complete within a short time period. The VAT needs to be updated as they weren’t completed properly, and Ministry of Health won’t approve the move without been compliant with their requirements.
I understand that it is mandatory for the MOH approval. I accepted the assignment as I didn’t have any choice. But when I started to complete the VATs I realize why the management asked me to complete them. I found myself as an early adopter and was able to manage my day-to-day assignments with that extra workload.

[Margaret]

Hello Ayesha, I really related to your post. Moving into a new building while trying to complete so many assessments under a tight deadline must have been very stressful, especially with ministry requirements involved. I think it’s great that you saw yourself as an early adopter because it shows adaptability and willingness to embrace change even under pressure. In healthcare, that mindset is so important during transitions. Your experience really highlights the important role nurses play in helping organizations adjust to change.

[Brittany]

An organization is defined as “an alteration in environment, structure, technology, or people.” My workplace is currently experiencing all of these changes. We have recently added new staff, and some employees are transitioning into different roles. Before these changes, I was responsible for the majority of these duties. However, as the staffing changes took place, many of my organizational responsibilities were gradually reassigned to others. While I understand the need for these adjustments, the experience left me feeling extremely rejected. Imagine coming into work each day and slowly seeing your responsibilities transferred to someone else. In my view, this transition was handled improperly and was not a positive move by the organization. I believe staff perform best when they are informed about changes in advance, as it gives them time to process and adjust accordingly.

[Margaret]

When BD Alaris EMR Interoperability went live at the hospital I was working at, it marked a big change in how we administered IVs. The system synchronizes Epic with the IV pump. Basically, when you scan a patient’s wrist band, medication barcode and the infusion pump, the patient’s electronic medication order automatically loads onto the pump. This was designed to reduce errors and improve patient safety. Initially, I felt some resistance because it was a completely new workflow and learning it during busy shifts felt overwhelming.

I would describe myself as an early adopter during this change. I attended extra training sessions, practiced using the system, and helped colleagues understand how to use the system correctly. While there were some challenges such as troubleshooting syncing issues, being proactive helped me adapt quickly and confidently.

This experience taught me the value of embracing new technology and supporting your team during change. Although the go-live period was stressful, Alaris Interoperability ultimately made IV administration safer and more efficient, benefiting both patients and staff.

[Lisa]

One of the changes I had to accept at work was involved with wound care charting. We went from basic charting, assessment, etc. to using a new program which required a HealX sticker, tablet/phone, and prompted questions in order to complete our assessment. At first I was hesitant to the change, but found myself to be an early adopter. After a learning session I saw the benefits to the program made our assessments quicker and easier. It was just learning a new program I had to be open too. After using the program a few times and got the hang of things I saw the benefits, and with the images I loved being able to see the healing process and results. As an employee that wants to thrive and be happy I think it is crucial to being open to change as change is inevitable.

[Freda]

Hi Lisa, in our readings it spoke to embracing change as an opportunity to improve care and for professional growth. Your post speaks volumes to this ideology. You indicated being hesitant at first but rose above and chose to learn the system and see the benefits of using it. You became an early adopter and I would sense from your post that you may eventually become an innovator as you recognized the benefits of the program.

I work in admissions at a LTC facility. We’ve had several new managers and newly created supervisory positions in the past 2 yrs, who all have different ways of tackling projects. We were advised there would be several changes to the way we were doing things in order to streamline the process. The people involved in making some of these changes haven’t actually worked at the job and the said changes have added significantly more tasks, making it even more time consuming than it was previously. Initially, I was very resistant to the changes but have since come to the conclusion that they make the decisions when it comes to policy and procedures.

[Stephanie]

My organization is going through some major changes right now. Some have been implemented but some are to come, I am aware of some of the changes to come while others are not. Parts of our hospital is expanding which is requiring shifts in staff and the current schedules. I tend to be open to change especially when I am given a rationale for said change which for this, I have been due to my involvement with our union. I see myself as an early adopter. I am open to change and receptive. I don’t enjoy the challenge of change and other not being acceptive to changes causes me anxiety.

[Katrina]

A time when change was difficult at my work, when I had to go back to full-time afternoons because of seniority, even though I have been working at my job for 14 years. Before the transition, I was full-time days which really helped me balance my work and family life. I had no control over the change, regardless of the continuing education I had or even the accomplishes I achieved. I became very upset, I had to reorganize my entire family life around because it not only affected me, it affected my husband and our 3 children. It was the longest six months of my career, I had many lonely days, many sad days and it was disheartening to me. I only saw my family on my off days. My husband tried to help me have a positive outlook, but it was very difficult. Someone suggested me that I read a book called “Who moved my cheese?”, and it helped me learn that change is part of life, we have to learn to adapt and in adapting you find a new purpose. I was definitely the “Late Majority”, as I had no control, I resist change initially, and I was upset through the process.

[Adeline]

Hello Katrina,

I agree with you—sometimes change comes with a lot of conflict, both interpersonal and intrapersonal, which can hurt us and destabilize us in many ways. However, looking at the end goal helps determine whether the change is important or not. We all make changes to achieve a successful outcome, which is an essential step in preparing us for the change process.

[Jovelisa]

Hi Katrina, I am glad you pulled through that new change in your workplace plus looking after your own family. Your hubby’s support was a big help. Now you know, all of that unfamiliar change was only temporary. You are stronger now than before. Take care.

[Adeline]

Change comes with a lot of alterations and modifications, which require significant effort to reach a goal. I would say that change is not an easy task, but realizing the importance of the final outcome keeps us going.

I remember in the past when we had to switch our charting system to Lumeo Health Information System. This transition was intended to help reduce medication errors and other healthcare-related issues. We underwent numerous training sessions and educational programs. At one point, I felt like quitting my job because I was so stressed about the changes we were making.

From a behavioral perspective, I saw myself as an early adopter. I was positive about the change because of the many advantages it would bring, which made me receptive and open to it, although I was not overly enthusiastic about it.

Therefore, aiming to achieve a valuable end goal is an important step in successfully navigating the change process.

[Samantha]

One big change I remember experiencing was during my employment in LTC. Unfortunately the management team had a huge turnover rate which was frustrating at times. I believe we were experiencing a change in management for the 3rd or 4th time in a 18 month period of time. This particular member of the team came in and started changing a lot of things quite quickly before having any rapport with our team. I feel like generally I’m a positive team member and I feel as though I was an early majority in this situation. I remember feeling frustrated overall that we were experiencing another change, as I felt the rapport in the facility wasn’t great and we needed to work on our team communication/trust. At that time enjoyed the status quo but I wanted to go along with the change with everyone else to promote the feeling of ‘we are in this together’. Reading through everything I feel like depending on what change is at hand I can be a few different types such as Innovator and early adopter. I personally feel like in my new role as a Nurse Case Manager where I feel respected and supported I am an innovator, often being someone who embraces change and actively seeks it out to better workflow and teamwork. This made me realize that situations can bring out different reactions on how someone reacts to change.

[Sarena]

Nursing is always evolving and change happens frequently with new theories of best practice. Policies and compliance change the way we work continually.
I remember when my LTC home introduced a new policy focused on the least amount of restraint.
This means staff can no longer use physical restraints like lap belts or bed rails except in very specific, approved situations.
This created a major shift in care. This change meant that staff had to find alternative ways to keep residents safe with the same amount of staff on the unit.
This change created a falls prevent program, which included new risk assessment tools, bed alarms, chair alarms, scheduled toileting times, increased documentation that significantly changed the daily workload.
Resistance was normal in the beginning because people are comfortable with routine. Adaptation happened with the support, communication of the team.
The end result was better quality of care.

[Chantelle]

A change that stood out to me at work was when we started doing short team huddles at the beginning of each shift. The reason was to improve communication and ensure everyone was on the same page. I didn’t think was necessary at the time and it felt like it took time away from getting started. Over time, I really i realized it actually helped me prevent miscommunication and made the shift run smoother.

[Erin]

In March 2020 I went on maternity leave and for 18 months missed all the new changes that were implemented during the COVID pandemic. Although I was initially anxious about all the changes I’d be walking into on my first shift back, I would say I was an early adopter, I’m always open to change, especially when it’s for the safety of both the staff and the residents.

[Jovelisa]

In my workplace, something was changed which to my opinion, it did not really have to be changed at all. The layout, the procedure, of the certain assessment requires longer time to document and for a person like me who is ‘low tech’, there is more avenue to visit, to alert the next nurse for the next assessment. A few days later, this changed assessment was active and I did not have any choice and became an early adapter, I think, though I voiced my opinion to my colleague.

[Shannon]

In the scenario I will describe, I felt that I was a rejector. The change that we had involved a new administrator that came to our LTC facility and decided to make several changes across the board. This change included removing me from running the palliative care committee as she wanted a manager to run it.
I had experience with palliative care, took the fundamentals course and am CAPCE certified. I was running the committee for a few years on and off. The manager that replaced me did not have any background in palliative care. She was a newer RN graduate and she did not come prepared for the meetings. I would have all my information and plan in place for the meetings . The new administrator did not communicate to me that this change was happening I had to find out at my meeting. I was very upset about this change. This change was not personal but it felt that way. I went to my administrator and rejected her change however I requested to work together with the RN and the administrator rejected my ideas. Unfortunately after all my self motivated work to run this committee I decided to move on.

[Terrinah]

One of the biggest changes was when I worked at a nursing home. when I worked at a nursing home, someone with a truck hit the building and caused severe damage and we lost electricity. This was a very difficult time for us, We had to relocate some residents to. near by motel. and adopt to the new reality for week or two weeks. we had to move all our critical pts and work from the motel. I adopted to this new environment. It was hard for us but we were able to still over the highest level of care to our pts.

[Stephanie]

That sounds like an absolute nightmare. I know how much we rely on our routines and the safety of our environment to get through a shift, so having a vehicle literally crash into the building and take out the power is terrifying.
Relocating critical residents to a motel and setting up a workspace from scratch is a massive feat. It really shows the Early Adopter spirit—you didn’t just panic; you adapted to a “new reality” to make sure your residents didn’t feel the chaos.

[Linda]

A difficult transition my hospital is currently going through, is the transition from lab drawn bloods to nurse drawn bloods for emergency room patients. Unfortunately this change came without any extra staffing so it simply increased the work of the nurses on shift causing major pushback. It was also limiting hours for our co-workers (our FRIENDS) from the lab. There was a mandatory learning day with an educator, and then it just became part of the routine. It is still a source of animosity but there are more and more employees who have embraced the process and fewer and fewer people who complain or refuse to draw. This is still very new for our department but you can see the increase in compliance as the days go on.
I feel I was a late adopter to this process. I felt that management should have been more supportive of the staff and provided extra staff or at least runners to the lab, on shift. There is only so long that you can fight change! As my peers got more on board with the idea, so did I.

[Stephanie]

The transition to bringing younger residents with complex mental health needs into our home was a major change driven by the need to free up hospital beds that significantly impacted my role as an RPN. There was a lot of resistance among the staff because we were trained for geriatric care, not for managing acute psychiatric crises or the unpredictable behaviours of much younger, stronger residents. As an Early Adopter, I adjusted by leaning into the change early; I sought out available resources on behavioural de-escalation and began modelling these new approaches for my peers to show that the transition was manageable. While the shift still felt overwhelming because it forced us to balance the safety of our frail seniors with the high-intensity needs of this new population, my goal was to bridge the gap between our existing skills and the specialized training required to keep everyone safe.

[Evan]

lets use covid as the base for my example. I work on the secure unit in a LTC home, when covid first hit and we started the increased PPE precautions to help protect our residents, we noticed an issue during the first outbreak. Because a lot of the residents on my unit deal with varying levels of dementia, we noticed that isolation was exceptionally difficult. we quickly pivoted to wearing PPE full time and changing it as per ministry suggestion instead of of applying it as per ministry suggestion. I guess because of the nature of the change I would be either an early adopter or early majority.

[Nathalia]

One significant experience i had with a difficult change in an organization was when i worked as a Nurse Case Manager/Surgical Nurse for a Plastic Surgery clinic, within a large organization of multiple clinics and specialties. I had worked in this clinic for almost 2 years , in which the organization went through lots of changes where i was actually an innovator and an early adopter for some of the new implementations. However, i was asked to move to a different location temporarily to help set up the practice for a new surgeon for minor procedures in a Dermatology clinic. This meant i would split my time between the Plastics clinic and Dermatology clinic, which i was excited about since i was working towards implementing some changes to help streamline the process of set up and consults/treatments across the other clinics as well. The process took 3-5 months when the set up was finalized and things were running smoothly, then another change came and took me out. I was informed that i was going to be staying at the Dematology clinic due to my experience in both Dermatology and Plastic surgery. However, my role was Nurse Case Manager, but i would be demoted to Dermatology Nurse. Initially i was shocked because i was planning to submit a request for a higher role available and was in discussion about this with superiors. The changes in the company were constant, but not effective. One of these changes was my role, which i did not take lightly. I was i rejecter as i did not see the big picture of my move and no explanation was provided, simply the need of the company and the changes were necessary because they were drowning without staff. I accepted with reservations and requested a re-evaluation of the position in the future, so that i may continue to grow within the company. I explained that my goal was to grow and that my previous experience in Dermatology and Plastic Surgery had driven me to look at a higher role in Management, which i was accomplishing by performing in the role i was hired for. I requested feedback to see if i had done something wrong or could improve, but feedback was always positive. I found myself with an internal conflict, because i understood that the needs of the company were different from mine and even though i accepted the change in position, i was not happy. I worked efficiently and positively every day and learned new things while i was there, but i still felt unheard and disregarded. I continued to provide feedback on how to improve the practice i was initially told to do so, until one day the new regional manager took over our site. My request for a new position had gotten to the regional manager and the amount of feedback for changes coming from me began to trouble her. I was scheduled for a meeting with the regional manager and the conclusion on their end was that i was dissatisfied and was becoming a negative influence to the practice as i was not taking the change well and continued to submit complains. This information was devastating. I an avid believer of change and implementation, the changes occurring in the company were not only happening outside but internally too. The execution was not aligning with the culture and mission that i was initially hired for. All management was new and they were hiring new staff to implement their changes, so the projects and previous goals were all reset which included mine as well. As a change agent, i could not understand why i was not being given the chance to demonstrate, then i realized that our focus was completely different. Due to the disconnect I decided to leave the company. I reflect on this over time and i know i could’ve acted different, but i understood that although change is always coming, there are ways to implement it, by being respectful, inclusive and knowledgeable about all aspects.

[Kellie]

The biggest issue with change is when we cycle through many managers. As a long time employee in LTC, we work hard to establish practices and procedures. Having everyone on the same page is critical for smooth operations. Then, usually without warning new management comes along and makes radical changes to an already established practice. It is more frustrating when the changes happen without notice or explanation. When this happens I can be an early rejector. Once I feel that I have had an opportunity to contribute to the changes I can get on board.

[Olaronke]

As a supervisor to PSWs, I recently experienced a change which included having to assist the coordinators to ensure that the PSWs were scheduled within their assigned subgroups (postal codes) instead of across the region or area. The goal was to improve consistency of care, strengthen team collaboration, reduce the travel time from client to client and ensure that clients receive support for familiar staff. At first, there was some resistance. Many PSWs were used to the clients that they had, the relationships that they built and building their caseloads to a full schedule. They were so unsure about the new structure. I found it challenging in the beginning as it required a different way of organizing visits and balancing client needs/ schedules. I was an early adopter. I understood the purpose and potential benefits; I had to actively adapt and embrace the new way of scheduling while supporting the coordinators to effectively lead the team through it. To support, I made sure to communicate clearly, listen to their concerns and be as fair and flexible as possible while also engaging and communicating with our clients. Over time, the benefits became clear and evident to the staff. Communication improved, clients experienced more consistent care from familiar faces, and staff saved on gas as their travel time was within the allotted time. This reminded me that while change can be met with resilience, being a supportive leader, having open communication and patience can help teams adapt and succeed.

[Teresa]

They say change is good for you. But others have a difficult time adjusting to change. For me, when a change is presented to me, I tried to adjust myself according to the situation. And I learned this when I started working in healthcare.

[Adella]

Our organization has undergone many changes in leadership in the past 6 years with the most recent being announced last week. The past 6 years has been difficult as a front line staff member and seeing how the organization changes, staff moral falls and the incentives to give it all really seems to disappear. The organization does not always reflect your own personal views but you need to follow in suit and adapt to the present.
Change can be difficult for sure but sometimes it is the right thing to do.

[Terrinah]

One of the things that have affected me in the past is when the is a high turn over in management and companies have to change managements. It’s hard because we we work hard to establish practices and work rules. and usually when they hire new managers they come in with new ways of operations and we have to go through training and different procedures again.

[Teresa]

I hear you on this one. Specially after Covid, nursing staff turnovers are very high, and still is high.

[Deirdre]

I was once part of a change in a LTC home I used to work at.
Management decided to switch staffing around q 6 weeks after some staff had been on the same unit for ages.
Some staff were resistive as they felt it was against the idea of continuity of care. Others embraced the idea as it broke a long term work practice that they had been stuck in for some time.
As a supervisor I embraced it as I saw the fresh new eyes that help manage long term behaviours and issues.
It was hard to keep the staff positive, especially the ones against it, but just tried to stay focused on the positive resident outcomes.

[Cheryl]

I think you handled that change really well as a supervisor. Change in LTC can be difficult, especially when staff are used to the same routines and residents for a long time. I can understand why some staff worried about continuity of care, but I also agree that having fresh perspectives can sometimes improve how behaviours and ongoing issues are managed.

[Cheryl]

In our facility, we have had some changes in management with that has brought in changes in policies. One policy that was brought in was to change the way the RX creams are being applied and managed. Due to my position, I had to be the innovator; work with the doctors and management to implement these changes. There has been quite a lot of conflict and push back which has been tough.

This is an ongoing conflict but what seems to help is that staff is reminded that this is for the benefit of the resident. It will be interesting to see how well this policy goes in the next 6 months and the roll out of it, we are at the beginning stages of training and introducing it.

[Author]

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