The design of a new medical/surgical unit can cause mixed emotions among users of the space: excitement from knowing that an improved work environment typically equates to improved workflow but also anxiety regarding changes to staff processes and delivery of care. A classic example of this can be found in transitioning from a centralized to a decentralized model.
The existing body of knowledge on decentralized models is littered with research studies demonstrating improved working conditions, such as reduced travel distances and more time spent in patient rooms. However, it's also acknowledged that users may experience a disconnection with colleagues due to an increased physical distance from one another and find that supplies often aren't restocked appropriately.
Similar implications were experienced during the build-out project of an academic medical/surgical unit at Froedtert Hospital & The Medical College of Wisconsin in Milwaukee. Staff was used to working in a traditional environment and was skeptical that an update could make a difference. However, the project team used research and an eight-step change management theory to aid the staff in adapting to changes in care delivery and the physical space.
Read the details in Healthcare Design Magazine (p. 70).