NURS 6053 Week 10 Change Implementation Plan Example

Course	NURS 6053 Interprofessional Organizational and Systems Leadership
Week	Week 10
Paper type	Change implementation plan
Length	About 1,010 words, 6 pages
Format	APA 7 student paper
School	Walden University
Program	Master of Science in Nursing (MSN)
Updated	October 2026

Free sample paper for NURS 6053 Week 10

Change Implementation and Management Plan: A Morning Interprofessional Discharge Huddle to Reduce Late-Day Discharges

Student Name

College of Nursing, Walden University

NURS 6053: Interprofessional Organizational and Systems Leadership

Instructor Name

Month Day, Year

What this page is doingThe title names the change, not the problem: a morning interprofessional discharge huddle. A plan is read the way a leadership team would read it, and the first question is whether the change is defined narrowly enough to implement.

Change Implementation and Management Plan: A Morning Interprofessional Discharge Huddle to Reduce Late-Day Discharges

Executive Summary

At a composite 300-bed community hospital, most discharges occur after 2 p.m., and admitted patients wait in the emergency department for inpatient beds, often for many hours, every evening. The proposed change is stated in one sentence: each weekday morning at 9:00, a fifteen-minute huddle on each medical unit will bring together the charge nurse, the hospitalist or advanced practice provider, the case manager, a pharmacist, and a transport coordinator to agree on the day's likely discharges and assign the tasks each needs before noon. The plan paces the change through Kotter's stages across two quarters, starting with a pilot on two medical units, and measures success by the hour at which discharges occur and the number of evening emergency department boarders. Similar interdisciplinary efforts have moved discharges earlier in other hospitals without increasing readmissions (Wertheimer et al., 2014; Kane et al., 2016).

Stakeholder Analysis

Hospital medicine. Stake: discharges depend on their orders and rounding order. Power over the outcome: high. Anticipated objection: the huddle takes time from rounding on the sickest patients; the morning is when they are busiest.

Nursing (charge nurses and staff nurses). Stake: nurses complete discharge teaching and coordinate the day. Power: moderate to high. Anticipated objection: another meeting at a busy hour, and discharge teaching competes with morning medication passes.

Case management. Stake: arranges home health, equipment, and placements. Power: high for complex discharges. Anticipated objection: some arrangements depend on outside agencies that cannot move faster.

Pharmacy. Stake: discharge medication reconciliation and prescriptions. Power: moderate. Anticipated objection: staffing does not allow a pharmacist at every huddle, and reconciliations arrive in a queue.

Transport and environmental services. Stake: wheelchairs, rides to the lobby, and bed cleaning. Power: moderate. Anticipated objection: dispatch is centralized, and morning demand is already high from tests and procedures.

Emergency department. Stake: fewer boarders and faster flow. Power: low over inpatient processes but high in making the case. Anticipated objection: none, but skepticism that anything will change.

Patients and families. Stake: timely, safe discharge. Power: low but important. Anticipated objection: families who cannot arrive before noon to take patients home.

What this page is doingThe stakeholder table records what each group wants and what it will object to, not only who it is. That objection column is the answer to the stakeholder criterion: departments named without their interests read as a roster, while objections named in advance show the plan has been tested against resistance.

Implementation Through Kotter's Stages

Weeks 1 to 3, creating urgency: present each department with the problem in its own terms, emergency boarding hours to hospitalists and nursing, overtime and afternoon peaks to transport and environmental services, and length of stay to case management and administration (Kotter, 2012).

Weeks 3 to 5, building the guiding coalition: a charter signed by the directors of nursing, hospital medicine, case management, pharmacy, and support services, naming one representative from each with authority to change their department's routines.

Weeks 5 to 6, forming the vision: "Patients ready to leave, leave by noon." The coalition sets a target for the share of discharges before noon on the pilot units.

Weeks 6 to 8, communicating the vision: unit meetings in each department, led by that department's coalition member.

Weeks 8 to 10, removing obstacles: hospitalists agree to see likely discharges first after the huddle; pharmacy begins evening reconciliation for patients flagged as likely next-day discharges; transport assigns one morning staff member to the pilot units.

Weeks 10 to 22, short-term wins: pilot on two medical units, with weekly reports of discharge times shared at the huddle and celebrated when targets are met.

Weeks 22 to 26, consolidating and anchoring: the coalition reviews results, revises the huddle, and decides on expansion to other units; the huddle is written into unit standard work and into each department's routines.

Risks and Mitigations

Huddle attrition, as members skip when busy. Mitigation: a strict fifteen-minute limit, a standing time, and attendance reported to the coalition. Owner: unit nurse manager.

Pharmacy bottleneck at midmorning. Mitigation: evening reconciliation for flagged patients so that morning work is only final verification. Owner: pharmacy manager.

Transport shortage at peak hours. Mitigation: one dedicated morning transport staff member for pilot units, and a family pickup option at the lobby. Owner: support services director.

Hospitalist rounding conflicts. Mitigation: an advanced practice provider may attend in place of the hospitalist, and rounding lists are sorted so likely discharges come first. Owner: hospital medicine director.

Unsafe early discharges under pressure to meet the target. Mitigation: readmission and patient-reported readiness tracked alongside discharge time, and no patient discharged before teaching is complete. Owner: coalition chair.

Communication Plan

Each department's coalition member carries the message to their own staff, because staff hear change best from their own leaders. A one-page summary goes to all pilot unit staff before launch. Weekly results are posted on the pilot units and shared at the huddle. Monthly updates go to the hospital's operations council. Patients and families receive a short card at admission explaining that the team aims for discharge by noon and asking them to plan transportation accordingly.

Indicators

Percentage of discharges before noon on pilot units; average discharge time; number of emergency department boarders at 6 p.m.; observed-to-expected length of stay; thirty-day readmissions; huddle attendance by discipline. Discharge time and boarders are the primary measures of success; length of stay and readmissions are balancing measures that show whether moving discharges earlier has any unintended cost; attendance is a process measure that explains the others. All six are reported weekly on the pilot units and monthly to the coalition, set against last year's figures for the matching months so that seasonal swings in volume are not mistaken for change.

The Nurse Leader's Role

As a charge nurse on one of the pilot units, my role is to lead the huddle each morning, keep it to time, and make sure every discipline leaves with a clear task. Beyond the huddle, I would serve on the guiding coalition as the nursing representative from the bedside, bringing the practical knowledge of what makes discharges slow on a given morning. I would also watch for the risk that nursing absorbs work the other departments were meant to change, which would turn an interprofessional plan into a nursing plan, and raise it with the coalition if it happens.

What this page is doingKotter's stages shape the calendar rather than sitting beside it, each risk has a mitigation and an owner outside nursing where appropriate, and the author names her own role, including the risk of nursing absorbing other departments' work. Those are the practical questions a leadership team would ask of this plan.

References

Kane, M., Weinacker, A., Arthofer, R., Seay-Morrison, T., Elfman, W., Ramirez, M., Ahuja, N., Pickham, D., Hereford, J., & Welton, M. (2016). A multidisciplinary initiative to increase inpatient discharges before noon. Journal of Nursing Administration, 46(12), 630-635. https://doi.org/10.1097/NNA.0000000000000418

Kotter, J. P. (2012). Leading change. Harvard Business Review Press.

Wertheimer, B., Jacobs, R. E. A., Bailey, M., Holstein, S., Chatfield, S., Ohta, B., Horrocks, A., & Hochman, K. (2014). Discharge before noon: An achievable hospital goal. Journal of Hospital Medicine, 9(4), 210-214. https://doi.org/10.1002/jhm.2154

What the NURS 6053 Week 10 instructions ask for

Week 10 of NURS 6053 usually asks for a full change implementation and management plan. You define the change narrowly, analyze stakeholders, sequence implementation with a model, address risks, plan communication, set indicators and describe your leadership role. Faculty read the plan as a leadership team would, checking practicality. Kotter and the huddle studies go in the APA 7 list. Budget figures may be required or optional. The stakeholder analysis should name interests and influence. Describing your own role shows ownership. NURS 6053 faculty want the change in one sentence, each stakeholder with interest and influence, each Kotter stage paired with an action, risks with mitigations and indicators with sources. Describe your role plainly.

Inside the NURS 6053 Week 10 example

About five pages with APA headings and two tables. An executive summary names the problem, late-day discharges that hold emergency admissions for hours, and the change: a fifteen-minute huddle each morning where nursing, hospital medicine, case management, pharmacy and transport agree on the day's likely discharges. A stakeholder table follows, recording each group's stake, its power over the outcome and the objection the plan anticipates, such as hospitalists protecting rounding time. The implementation section paces the change through Kotter's stages across two quarters, from a coalition charter to a pilot on two units. A risk table pairs each risk, huddle attrition, pharmacy bottlenecks, transport shortages, with a mitigation and an owner. A communication plan, a short list of indicators and a paragraph on the author's role close the document.

NURS 6053 Week 10 rubric: what earns full marks

Graders tend to read these plans as a leadership team would, asking practical questions. Is the change defined narrowly enough to implement? Are stakeholders analyzed or merely listed? Drafts that name departments without saying what each one wants, or fears, tend to lose ground on the stakeholder criterion, and the sample's objection column is its answer. Application of a change model is judged by whether the model shapes the timeline; a Kotter summary followed by an unrelated schedule earns little for either. Risk analysis rewards specificity and ownership. Communication plans are checked for audience differences, since the executive team and night-shift nurses need different messages. The author's own role is frequently its own criterion and frequently vague. A plan whose indicators do not match its stated problem loses alignment credit.

NURS 6053 Week 10 help: mistakes that cost marks

Implementation plans lose credit when the change is defined too broadly to implement. State it in one sentence. Another common gap is stakeholders named without interests. Add them. Writers also list Kotter's stages without actions. Give each stage a task. Avoid indicators no one can collect. Use discharge order times. Name risks with mitigations. Describe your role. Close with the first month's milestones. Writers also forget a baseline for indicators, so improvement cannot be shown. Collect one. Another frequent slip is a communication plan that only uses email. Add huddles and rounds. Keep the huddle to fifteen minutes in every section. Close with the go-live date.

Get a NURS 6053 Week 10 example written to your instructions

Bring the change your plan proposes, the stakeholder groups your instructor expects to see and the Week 10 template or rubric. The desk builds a custom change plan within 24-48h, first one free, with objection-by-objection stakeholder rows and a risk table where every mitigation has a named owner.

More NURS 6053 papers and MSN samples

NURS 6053 Week 10 questions, answered

How detailed should the stakeholder analysis be?

Detailed enough that each group's likely objection is named and answered. A list of departments satisfies few rubrics. The sample's table records stake, influence and expected objection for every group, then shows at least one place where the plan changed in response, such as the huddle's start hour. That visible adjustment is often what persuades a grader the analysis was done rather than decorated.

Does the plan need budget figures?

Most prompts ask for resources, and many accept categories rather than dollar amounts. The sample lists staff time, meeting space and a small amount of analyst support, described without invented costs. Where your instructions require figures, use your organization's actual numbers if you may share them, or clearly labeled estimates with their basis. An unexplained total is weaker than a transparent list of categories.

Why include the author's own role?

Leading change, not recommending it, is the subject of the course. Many rubrics score the nurse leader's role separately, and vague language like supporting the team rarely earns that credit. The sample's author convenes the interprofessional coalition and runs the pilot huddles, both concrete and both within reach of a staff-level nurse leader. Naming what you would personally do also makes the plan's feasibility easier to judge.

Where can I find a free NURS 6053 Week 10 sample paper?

The morning discharge huddle plan is reproduced here with the executive summary, stakeholders, Kotter's stages, risks, communication, indicators and the nurse leader's role.

What is the change in NURS 6053 Week 10?

A fifteen-minute interprofessional huddle each weekday morning on every medical unit that names likely discharges and gives each barrier an owner.