AIM: To evaluate the experience of change fatigue in frontline nursing staff following large-scale organisational change and determine whether improved teamwork perception scores can mitigate the experience of change fatigue in this population. BACKGROUND: There is limited published research pertaining to the experience of change fatigue in nursing, despite the rapid rate and volume of change within health care organisations. METHOD: An online questionnaire was used to survey a cross section of frontline nurses from two distinct cohorts; those that transitioned to a new build hospital in an established team (n = 225), and those who transitioned into a newly reconfigured team (n = 521). RESULTS: Frontline nurses who transitioned in an established team reported higher levels of change fatigue following large-scale change, compared with those that commenced in a new, reconfigured team (p = 0.013). There is a small significant negative correlation between perception of teamwork and change fatigue scores. CONCLUSION(S): Regardless of team type, high levels of change fatigue are reported by frontline nursing staff following large-scale organisational change. Established teams have a higher perceived level of teamwork in all domains when compared with a new team in the same change conditions. It is unlikely that the perception of teamwork has any real-world impact upon the experience of change fatigue. IMPLICATIONS FOR NURSING MANAGEMENT: Change fatigue is a real phenomena experienced by frontline nursing staff during large-scale organisational change conditions. Investing in teamwork training prior to or during large-scale organisational change does not affect the experience of change fatigue.
AIM: To evaluate the experience of change fatigue in frontline nursing staff following large-scale organisational change and determine whether improved teamwork perception scores can mitigate the experience of change fatigue in this population. BACKGROUND: There is limited published research pertaining to the experience of change fatigue in nursing, despite the rapid rate and volume of change within health care organisations. METHOD: An online questionnaire was used to survey a cross section of frontline nurses from two distinct cohorts; those that transitioned to a new build hospital in an established team (n = 225), and those who transitioned into a newly reconfigured team (n = 521). RESULTS: Frontline nurses who transitioned in an established team reported higher levels of change fatigue following large-scale change, compared with those that commenced in a new, reconfigured team (p = 0.013). There is a small significant negative correlation between perception of teamwork and change fatigue scores. CONCLUSION(S): Regardless of team type, high levels of change fatigue are reported by frontline nursing staff following large-scale organisational change. Established teams have a higher perceived level of teamwork in all domains when compared with a new team in the same change conditions. It is unlikely that the perception of teamwork has any real-world impact upon the experience of change fatigue. IMPLICATIONS FOR NURSING MANAGEMENT: Change fatigue is a real phenomena experienced by frontline nursing staff during large-scale organisational change conditions. Investing in teamwork training prior to or during large-scale organisational change does not affect the experience of change fatigue.
Authors: Tara N Cohen; Jennifer T Anger; Falisha F Kanji; Jennifer Zamudio; Elise DeForest; Connor Lusk; Ray Avenido; Christine Yoshizawa; Stephanie Bartkowicz; Lynne S Nemeth; Ken Catchpole Journal: J Patient Saf Date: 2022-07-07 Impact factor: 2.243