Care Patients in Regional Medical Center


Organizations need to adapt to the forces of change. The adaptation to change enables them to serve modern society. Change is the only way that teams can remain up to date with growth and development.

Kwanza Regional Medical Center

Kwanza Regional Medical Center is the organization that has been offering credit facilities to clients for the purchase of medical equipment. Most of its customers have defaulted on loans. The medical equipment and medicine were for the treatment and prevention of ulcers and pressure. Forty percent of the customers have been paying well.

The Proposed Change

After several deliberations, the board decided to change the company’s strategy. The board members agreed to stop the lending business. The company started selling ulcer prevention and treatment equipment (Mason, 2015).

Internal Forces of Change

Resisting Forces

About 20 percent of the officers left the company. 60% had no idea what the company was going to do. Due to this, part of the 60% resisted any attempt to change (Mason, 2015). Their qualifications were in the lending business. Others started to avoid work regularly. When the customers read the news through the company’s weekly newsletter, they were adamant to continue associating with the enterprise. Most of the clients were large health centers and referral hospitals. The corporation had not consulted them (By, Burnes & Oswick, 2011). The medical equipment was very expensive, and that is why the corporate clients opted for financing services. Many defaults and write-offs had reduced the company’s income (Mason, 2015).

Driving Forces

The few people who accepted change wanted more knowledge on what exactly they would do (“Readiness for Change,” 2010). A majority of them were unskilled workers. The company was looking forward to profitability. Most of the customers had benefited from the credit facilities that the company was offering. The majority of the clients would still benefit from the company’s new line of business.

Strategy to Overcome Resisting Forces

KRMC invited all staff members for a briefing on how they would incorporate everyone into the new strategy (“Abrupt change,” 2011). They would need to retrain all of them through an established learning institution. They would first get their training on the job and then attend classes in the evening. Once they qualify, the organization would offer them certificates.

The company would increase their salaries by 30% and add them house allowances. They would also be entitled to a newly introduced 30 minutes break at 10:00 A.M. Staff members would start getting bonuses at the end of the year. There would be awards for the best employees of the year. The company would make more profit on the sales than it had made in the credit business.

External Forces

KRMC allowed customers to share their views. The health institutions would get discounts on the purchase of the equipment. The company would sell them at wholesale price for bulk purchases. The organization would consider the quality of the products and be flexible concerning the pricing method (Cooper, 2013).

Relationship with the Ulcers Topic

It relates to the Pressure Ulcers Prevention in Intermediary Care Patients in Regional Medical Centers topic (Cooper, 2013). The goal is to treat and prevent ulcers. The equipment and medicine would still serve the same customers. The impact on the project is that the study enhances and promotes the Ulcers prevention program through prevention, treatment, and teaching (“Dealing with moral distress,” 2015). The study also provides the nursing fraternity with the essential tools for work.


Change requires careful examination and action. It has to incorporate all nurses. The management has to ensure that it convinces the staff of the best way forward.


Abrupt change. (2011). Gastroenterology Nursing, 34(5), 404-405.

By, R., Burnes, B., & Oswick, C. (2011). Change management: The road ahead. Journal of Change Management, 11(1), 1-6.

Cooper, K. (2013). Evidence-Based prevention of pressure ulcers in the intensive care unit. Critical Care Nurse, 33(6), 57-66.

Dealing with moral distress. (2015). Nursing, 45(3), 6.

Mason, K. (2015). Making a change to pediatric nursing. Nursing, 45(9), 44-45.

Readiness for change. (2010). Journal of Change Management, 10(4), 445-446.

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