Headlines as it is as "Pediatrics ...

Headlines as it is as "Pediatrics will move to eight tower onward July 23"; "General surgery and urology patients joined orthopedic surgery patients onward 11 tower on June 4"; and "St Mary's Hospital will be merging with the General Medical Hospital forward Sept 11 to form the North Shore Medical Center" probably are not novel to most health care organizations. Chances are, all health care providers have been or will be involved at a certain number of time in a merger, consolidation, or amalgamation within, between, or among hospitals and other kinds of health care facilities, including domicile health agencies.

Units within hospitals lose hospitals consolidate and one stop ups or hospitals merge into integrated health care networks. This happens for a number of reasons, including the ne to treat patients in the least intensive and mostly appropriate environment and the economic viability of the facilities involved.

Regardless of the causes, merger consolidations, and amalgamations are similar in brace ways: they involve people and they involve personal, professional, organizational, and societal changes and transitions, which threaten the refinements of organizations and, ultimately, the tillages of the departments and nursing units comprising the organizations. Organizational improvements are important because they define the missions and goals of organizations, as well as the appropriate means of achieving them. cultivations and inherent beliefs of organizations are deliberateed in a variety of factors, including their

* physical spaces;

* social environments;

* local, national, and international images;

* inherent reward systems;

* ceremonies and rituals;

* formats and casts of communication; and

* treatment of staff members and patients.

Health care workers experience the threats to organizational cultivations as stress, uncertainty, and los Interrelated, these feelings fall out even if the change or transition is wanted and viewed as positive. Stres uncertainty, and los involve psychological adaptation because they raise questions and speculations about the "new" environment and its effects

The compass to which employees experience these feelings and their powers depends on their investment in the status quo; whether their institutions or units shut up or absorb other institutions or facilities; the solidity of their self-worth, self-esteem, and professional identity; and the amplitude to which these are defined and controll by way of the organizations or units in which they work. For example, if employee have worked in the same organizations with the same staff members for a extended time, they may find changes and transitions more stressful than if they were of recent origin to the organizations. In fact, any experts say that the tonic to keeping people together is not what workers do or where they work, yet rather, it is with whom they work.(1) The dynamics of splitting staff member arranges significantly affects work satisfaction.

Whether workers solely survive or actually thrive in the chaos that be seens to characterize today's health care environment is in great part up to each worker. Dealing with organizational changes requires a great deal of mechanical value One expert estimates that as often as 50% of workers' energies travel into coping with organizational changes. Having knowledge and positive mind-sets is the best rim against the trauma of organizational changes and transitions.

Knowledge is power. It is powerful and empowering for workers to learn the economics of health care and the internal and external factors that affect it. Employee should learn about the mechanics of planned change, transitions, and merger as well as the human emotions associated with them. They should realize that working by means of grief and the emotional constituent of change can take up to single in kind year. It is equally important for workers to learn about themselves.

Workers should use this time to think on how they have dealt in the past with stres changes, transitions, uncertainties, and losse Are they generally pleased with themselves, their behaviors, and the outcomes? If thus what specifically makes them perceive that way? If not, by what means would they like to deal with these situations differently?

The more workers know, the better prepared they will be to be creative about the never-ending changes in the health care connected view of today and tomorrow. Flexibility is the key-note to survival.

Workers have choices. principally workers have no control above many aspects of a merger consolidation, or amalgamation; however, they do have govern over how they think about them. As Henry David Thoreau wrote "Man is the artificer of his allow happiness."(2) Workers should be proactive and recall that they still have choices, although they may not like the effects Workers are in control of for what reason and what they think, for what cause they behave, and what they do.

CHANGES V TRANSITION

According to united theorist, change is a short-term, external, situational fact to which people react.(3) Transition, onward the other hand, is the longer spell internal, psychological reorientation process we make progress through to deal with change.