| Course | NU753 Transforming the Health Care Organization |
|---|---|
| Unit | Unit 7 |
| Paper type | Stakeholder register |
| Length | About 880 words, 6 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | Doctor of Nursing Practice (DNP) |
| Updated | September 2026 |
Free sample paper for NU753 Unit 7
What Each Party Would Give Up: A Stakeholder Register of Fourteen Parties to an Enhanced Recovery Pathway at the Flagship of a Composite Health System, Sorted by Loss and Blocking Power
[Student Name]
Purdue University Global
NU753: Transforming the Health Care Organization
Unit 7 Stakeholder Register
[Instructor Name]
[Date]
The parties, losses and figures are composite; amounts and minutes are bracketed.
Method
Stakeholder analysis usually records each party's interest, influence and position (Brugha & Varvasovszky, 2000). This register adds a column for what each party stands to lose and classifies the loss as money, time, discretion, standing or certainty. Each party was also asked, or judged from its role, whether it could block the pathway and at which node of the approval path mapped in Unit 2. Parties were sorted by a simple product: the size of the loss, scored one to three, times blocking power, scored zero to three. The last two columns note what might offset the loss and who should carry that conversation.
The Register, Highest Product First
Colorectal surgeons lose discretion over order sets and nasogastric tubes, a loss of three, and can block at the department of surgery, three. Offset: data showing shorter stays and fewer complications, and an explicit exception process for patients who need a tube. Messenger: the surgeon who already gives carbohydrate drinks.
The contracted anesthesia group loses minutes per case and discretion over fluids and analgesia, a loss of two, and can block in practice in the operating room, three. Offset: a shared protocol that simplifies decisions and may reduce postoperative nausea calls. Messenger: the same surgeon, with the chief operating officer's office informed.
Finance loses per-diem revenue as stays shorten, about $[132,000] a year from the share of cases paid by the day, a loss of three, and can slow budget approval, two. Offset: the value of freed bed-days for other admissions and the savings from fewer complications. Messenger: the chief nursing officer, with the business case.
5 West nurses lose certainty, especially about their fall record, and take on more mobility work, a loss of two, and can undermine adoption without formally blocking it, two. Offset: a weekend mobility aide and recognition that counts walking as well as falls. Messenger: the nurse manager.
Preoperative clinic nurses lose about [20] minutes per patient to added counseling, a loss of two, and can fail to deliver it, two. Offset: added clinic hours in the business case. Messenger: the clinical nurse specialist.
The pharmacy and therapeutics committee loses time reviewing a new order set, a loss of one, and can delay approval, three. Offset: alignment with its opioid stewardship goals. Messenger: the pharmacist on the pathway team.
The medical executive committee loses nothing directly but controls final approval, three. Offset: a clean recommendation from the department of surgery. Messenger: the surgery chair.
Physical therapy loses standing, since mobility would shift partly to a nursing role, and weekend premium work, a loss of two, and can object at the operations level, one. Offset: a role in training the mobility aide. Messenger: the director of rehabilitation, approached by the chief operating officer.
Case management loses certainty as discharges come earlier and less predictably, a loss of one, and cannot block. Offset: discharge planning that starts in the clinic. Nursing assistants lose time, a loss of one, and cannot block. Informatics loses build time, a loss of one, and can delay. Residents lose familiar routines, a loss of one. Patients and families lose some certainty about when they will go home, a loss of one, and hold no formal power but strong influence through complaints. Skilled nursing facilities lose some referrals as more patients go home, a loss of one, with no power to block.
What the Register Shows
The three highest products, surgeons, anesthesia and finance, are all outside nursing. That matches the gap analysis: the largest gaps and the largest losses sit with the same parties. The preoperative clinic nurses rank lower on power but are essential, because a pathway that asks for counseling nobody has time to give will fail quietly, and they sit on no committee that would notice.
The parties with the most to lose and the most power to block are not the ones who will do most of the work, and the ones who will do most of the work have no vote.
Kotter and Schlesinger described several ways to manage resistance, from education and participation to negotiation, and argued that the right approach depends on the reason for resistance and the power of those resisting (Kotter & Schlesinger, 1979). Read that way, the register suggests participation for surgeons and anesthesia, whose expertise the pathway needs; negotiation for finance, whose loss is financial; and facilitation, with added hours and support, for the clinic and 5 West nurses.
The Financial Loss in Context
Finance's loss is real but may be offset. A financial model of an enhanced recovery program at an academic medical center found that implementation costs were more than offset by savings from shorter stays and fewer complications in the first year, with savings in most scenarios tested (Stone et al., 2016). The next unit builds a business case for this system that accounts explicitly for lost per-diem revenue.
References
Brugha, R., & Varvasovszky, Z. (2000). Stakeholder analysis: A review. Health Policy and Planning, 15(3), 239-246. https://doi.org/10.1093/heapol/15.3.239
Kotter, J. P., & Schlesinger, L. A. (1979). Choosing strategies for change. Harvard Business Review, 57(2), 106-114.
Stone, A. B., Grant, M. C., Roda, C. P., Hobson, D., Pawlik, T., Wu, C. L., & Wick, E. C. (2016). Implementation costs of an enhanced recovery after surgery program in the United States: A financial model and sensitivity analysis based on experiences at a quaternary academic medical center. Journal of the American College of Surgeons, 222(3), 219-225. https://doi.org/10.1016/j.jamcollsurg.2015.11.021
NU753 Unit 7 instructions, in plain terms
The Unit 7 assignment asks you to identify everyone affected by your proposed change and analyze how each might respond. Most versions want each party's stake, its power to affect the change, its likely position and a strategy for engaging it. A register of ten to fifteen rows with about 1,200 words of commentary is common. Faculty reward registers that include parties who bear costs without formal power, describe losses concretely, identify where each party could block, and propose specific offsets and messengers rather than general engagement. A sorting rule, such as loss times blocking power, helps prioritize, and faculty often ask you to explain why you chose it and how you scored each party.
How this NU753 Unit 7 example is built
The method section explains why losses were recorded and how parties were scored. The register follows in order of priority: surgeons, anesthesia and finance first, each with the kind of loss, blocking power, offset and messenger; then 5 West nurses, clinic nurses, the pharmacy committee, the medical executive committee and physical therapy; and finally case management, assistants, informatics, residents, patients and families, and skilled nursing facilities. A section explains what the register shows, with the highlighted sentence on who does the work and who holds the vote, and matches resistance strategies to groups. The final section places finance's loss in context using a published financial model of an enhanced recovery program.
Where the points sit in the NU753 Unit 7 rubric
Stakeholder registers are commonly assessed on completeness, specificity, analysis of power, engagement strategy and use of sources. Completeness earns credit when every party that could block the change or bear its cost is included. Specificity rewards concrete losses, such as minutes, money or discretion, rather than general concerns. Power analysis is judged on whether blocking points are tied to the approval path. Engagement strategy scores well when each high-priority party has a named offset and messenger. Sources are credited when frameworks for stakeholder analysis and change management are used to shape strategy. A register laid out so a reader can scan losses and power quickly usually earns the presentation marks.
NU753 Unit 7 help: mistakes that cost points
A frequent weakness is listing stakeholders by title with no analysis of what they stand to lose. Another is omitting parties with no formal power who could still undermine the change, such as clinic nurses. Some registers describe everyone as supportive, which makes the analysis useless. Others identify resistance without suggesting how to address it. Many assign every conversation to the project lead, ignoring who is most credible to each party. And financial losses are often left out. Record what each party gives up, where it could block, what might offset the loss, and who should carry the conversation, then match strategies to the reasons for resistance.
Get an NU753 Unit 7 example written to your instructions
Describe the change and the organization in as much detail as you are comfortable sharing, then add the prompt, rubric and any register template your section supplies. A first custom sample, free of charge and returned within 24-48h, will name what each party gives up, who can refuse, and what might offset the loss. The paper above is an original model document written by our desk, not a submitted student paper and not an official Purdue University Global document.
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NU753 Unit 7 questions, answered
How many stakeholders should a register include?
Enough that no party able to block the change, or bearing a real cost from it, is missing. For a unit-level change in a hospital that usually means ten to twenty rows. Broad groups such as physicians or staff hide the differences that matter, so the sample splits them, surgeons from anesthesiologists and day nurses from the preoperative clinic.
Why list losses instead of interests?
Because people defend what they would lose more reliably than they pursue what they might gain, and a proposal that knows its costs can plan for them. Interests still show up, in the offsets column. Your prompt may ask for a particular format, such as an influence grid; the sample adapts while keeping loss visible in each row.
Should finance really appear as a stakeholder that loses?
When the payer mix includes contracts paid by the day, yes. A shorter stay reduces revenue under those contracts even while it reduces cost, and a register that omits this leaves the business case open to a finance director's first question. The sample records the loss and carries the figure into the next assignment.
Where can I find a free NU753 Unit 7 sample paper?
The complete NU753 Unit 7 stakeholder register sits on this page, with its method, fourteen parties sorted by loss and blocking power, offsets and messengers, what the register shows, strategies for resistance and finance's loss in context, plus three references. A register for your own change can be drafted.
Why list losses rather than interests in NU753 Unit 7?
Because people defend what they would lose more reliably than they pursue what they might gain. Knowing each party's loss, whether minutes, money or discretion, lets the plan offer something specific in return.