Two small, former community hospitals merged to form a new hospital. Since the merger more than five years ago, this new organization has gone through two different leadership structures. At least two sets of competing operating policies that served to direct care were a result of the attempt to combine these two leadership structures. Consequently, two distinct sets of policies also shaped the standard of care. Elizabeth, a registered nurse, was named director of Patient Care Programs and will oversee the new organizational plan's implementation. Nevertheless, because there are a number of open nurse manager and supervisor positions, the plan's implementation has been hampered. There are situations when there isn't a nurse manager on hand to identify any major clinical conflicts that could cause serious issues with patient care or to clarify which practice should be followed. Which tactics would you employ to take the lead in putting the new plan into action? What should Elizabeth keep in mind, at this point?