NUR-514 Topic 3 DQ 1
NUR-514 Topic 3 DQ 1
Describe an organizational change model that can be used in a dynamic health care environment. Based on this model, how is organizational change is managed? What role do stakeholders play during organizational change?
Healthcare organizations and settings implement changes for different reasons, key among them being improvement of the quality of services that they offer. Change management is essential to allow these entities attain set goals and overcome challenges, necessitating the need for utilizing an appropriate theory or approach.
Mahmood (2018) asserts that several change models exist for healthcare settings, including Kotter’s model, Lewin’s change model and balanced scorecard. The dynamic health care environment requires stakeholders to use Lewin’s change model to manage changes or new way of doing things.
Lewin’s change model is a three-step process that evaluates two critical areas; organization’s transformation and challenging the status quo to attain expected transformation. The model entails stakeholders following these processes; unfreezing, change, and refreezing (Nilsen et al., 2020). In unfreezing, the change agent or management informs employees of the need for change and creates urgency as well as vision based on areas that require transformation.
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The second phase is to implement new ways of doing things by sharing knowledge and through effective leadership (Hussain et al., 2018). The third stage is to embed the changes as part of the organizational culture and practices by sustained application and corrective measures where necessary.
The model advances that the management of organizational change needs one to understand each stage and having a visionary leadership styles like use of servant leadership model, transformational leadership and even contingency or situational leadership. Lewin’s change model emphasizes the role of stakeholders; especially nurses as change champions committed to improving overall care delivery in their practice settings (Nilsen et al., 2020).
The model asserts that stakeholders play a critical role in organizational change by ensuring that they lead in championing for and implementing new ways of doing things. Stakeholders also share information and provide resources to attain the suggested change to the highest level.
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References
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s
change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. https://doi.org/10.1016/j.jik.2016.07.002
Mahmood, T. (2018). What models of change can be used to implement change in postgraduate
medical education? Advances in Medical Education and Practice, 9, 175. DOI: 10.2147/AMEP.S160626
Nilsen, P., Seing, I., Ericsson, C., Birken, S. A., & Schildmeijer, K. (2020). Characteristics of
successful changes in health care organizations: an interview study with physicians, registered nurses and assistant nurses. BMC health services research, 20(1), 1-8. https://doi.org/10.1186/s12913-020-4999-8.
Dec 3, 2022, 11:04 PM(edited)
Change is always happening to health care with so many technological advancements and evidence-based practices being developed to better patient safety and care. There are different models organizations can utilize for change, one being the ADKAR Change Management Model (Giva Inc, 2021). The acronym is as follows:
A: Awareness- The first stage in this model is that the organization has an awareness that change needs to be made; change made in order to keep the organization moving forward in a positive direction. This awareness can be observed by those who work within the organization and also those who are consumers of the organization.
D: Desire- The second stage in this model is that there is a desire for the change the organization has been made aware of. This part of the model can be tricky because it takes all parts of the team to have the desire for the change. In health care, many of us have encountered changes that were not desired by those on the floor, however, administration put it into place.
On the other side, there have been desires for change on the floor; however, the administration does not have the desire to initiate the change. When all parties don’t share the desire the change, implementation can be tricky.
K: Knowledge- The third stage is to make sure all parts of the organization are informed about the change and how it will be implemented. Everyone needs to be aware of what the change is, why the change is needed, how the change is going to work, and when the change will start. Here, everyone will know what part they will play in the change, what to expect, and how to assess the progress of the change.
A: Ability- The fourth stage is that the organization has the ability to initiate the change. This means that the organization has the funds, enough employees, and the resources for the change. Furthermore, the organization has to make sure everyone has the ability to act on these changes; keeping in mind scopes of practice, paygrades, level of experience, and skill levels.
R: Reinforcement- The fifth and last stage of this model is that those who are leaders in the change are assessing the progress of the change and how effective it is. If the change yields positive results, reinforcement to employees or participants needs to be made to maintain the positive results; this is typically done with some type of reward or incentive.
Change will have each stakeholder involved in the change play a different and specific role. For example, mandating all employees on the floor to wear masks involved administration to make sure the new mandate was ethical, affordable, and plausible. Leadership on the floors needed to ensure that were enough supplies and that employees were being compliant. The employees needed to be compliant and hold each other accountable.
References:
Giva Inc. (2021). The 3 best change management models in healthcare practices. Giva. Retrieved from https://www.givainc.com/blog/index.cfm/2021/5/10/the-3-most-effective-change-management-models-for-healthcare-practices
A wide variety of organizational change models can be utilized to structure a business and, in turn, influence its operations and results. Models can be used to direct health promotion and disease prevention initiatives. These frameworks can describe and predict how people’s health-related habits change over time.
Lewin’s Change Theory is a three-step model based on the premise that behavior is a dynamic balance of forces working in opposition. To facilitate change by pushing employees in the desired direction and inhibiting forces hamper change because they make employees in the opposite direction. Lewin’s three-stage change framework can be used as one of the change models.
This model is a three-step procedure for analyzing the organizational environment’s change process and devising strategies for challenging the status quo in order to create meaningful transformation. The paradigm suggests that group actions will dictate how an individual responds to the proposed change. Leaders, it follows, need to see members’ actions as a barometer of how their teams feel about the proposed transformation if they want to see any real results (Hussain et al., 2018).
The model’s three steps of transformation are unfreezing, change process, and refreezing. When unfreezing a company, it is important to communicate with employees about the upcoming changes and gain their buy-in and support. The second step is to put the plan into action through communication and strong leadership. The third phase, “refreezing,” is when the modified elements of the organization’s culture are fully embedded through persistent application and, if necessary, course corrections.
Stakeholder management is a powerful tool used by successful people to get the support of others. Stakeholder management is an essential skill that can help save your projects from failure. Your projects have staunch advocates in the form of stakeholders, who may also act as roadblocks. Therefore, it is essential to identify your stakeholders and quickly gain their support.
References
Hussain, S., Lei, S., Akram, T., Haider, M., Hussain, S., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123–127. https://doi.org/10.1016/j.jik.2016.07.002
MindTools. (2022). [Article]. Lewin’s Change Management Model. Retrieved December 2, 2022, from https://www.mindtools.com/ajm9l1e/lewins-change-management-model
Dec 5, 2022, 11:56 PM
Great job answering this discussion question! I really liked that you mentioned that “leaders need to see members’ actions as a barometer of how their teams feel about the proposed transformation”. This part really focuses after the “freeze” stage of this model, where the change is being communicated and worked with (DeNisco, 2021). When important communication is staring concerning the logistics of putting the change in place, leaders need to focus on what is being said as this stage is where disagreements are made. As we mentioned a few weeks ago, any conflict is best extinguished early on.
With discussion going on, it is important for the leaders to really be aware of what alternative ideas are being discussed. The more a leader knows what the group is wanting, the better they can assess whether everyone is onboard or if resistance is going to develop. Like conflict, the sooner negative thoughts and ideas are realized, the sooner a problem can be extinguished or redirected in a positive way.
References:
DeNisco, S. M. (2021). Advanced Practice Nursing: Essential Knowledge for the Profession: Essential Knowledge for the Profession (4th ed.). Jones & Bartlett Learning.
Dec 6, 2022, 7:18 PM
i like the point where you said leaders need to focus on what is being said. when there is a change to be made, leaders should not only focus on the change alone but should take into thoughts the reactions of the staffs who are to partake in the change. like you said, this is where disagreements emerge from. if the thoughts of the staffs are not acknowledged the process of change will be very difficult.
there is no doubt that change process takes a while but failure to acknowledge the fears and anxieties of the staffs will prolong the process more than expected. Engaging the staff in a dialogue and outlining the reason for the change, and asking for their thoughts and views makes the them know they are much considered in decision making and they will gladly get involved and be willing to learn and make sure that the transition is successful. i believe that using the democratic leadership style is effective during a transition as compared to being autocratic.
Dec 11, 2022, 12:07 AM
I agree with your response,
” Like conflict, the sooner negative thoughts and ideas are realized, the sooner a problem can be extinguished or redirected in a positive way.”
Dec 6, 2022, 9:59 PM
Good post! The Change Theory has three major concepts which includes, driving forces, restraining forces, and equilibrium. The driving forces are those that push in a direction that causes change to occur. They facilitate change because they push the patient in desired directions. They cause a shift in the equilibrium towards change. Restraining forces are those forces that counter the driving forces.
They will hinder change because they push the patient in the opposite direction. They cause a shift in the equilibrium that opposes change. Equilibrium is a state of being where driving forces equal restraining forces, and no change occurs. It can be raised or lowered by changes that occur between the driving and restraining forces.
The unfreezing process is the process which involves finding a method of making it possible for people to let go of an old pattern that was somehow counterproductive. It is necessary to overcome the strains of individual resistance and group conformity. There are three methods that can lead to the achievement of unfreezing.
The first is to increase the driving forces that direct behavior away from the existing situation or status quo. Secondly, decrease the restraining forces that negatively affect the movement from the existing equilibrium. Thirdly, finding a combination of the first two methods.
Dec 3, 2022, 8:40 PM
Change occurs often in our lives whether we accept it or not, but change can be good. During the first couple of years that I was a nurse, we were using paper charting. As we switched to EPIC computer charting system, many older nurses were not computer savvy, so this change caused a lot of them to retire. As humans, we are often set in our ways and many of us do not like change.
Denisco, (2021) listed the eight steps of change as making sense or unfreezing, which is the proposal of small changes that may affect one or many people, step 2 involves leading or serving on an interprofessional change team where members of the change team should be professional and trustworthy, step 3 is developing a team vision and change.
Step 4 is identifying and analyzing forces of change, step 5 is developing a work plan for change implementation, step 6 is implementing that change, step 7 is evaluating outcomes as refining as needed, and step 8 is incorporating changes into the culture. In Lewin’s theory, he developed unfreezing, which is the process which involves finding a method of making it possible for people to let go of an old pattern that was somehow counterproductive.
I find this to be the most valuable method. It’s hard getting people out of their comfort zone. The next stage is the change stage, which is moving to a new level or adapting change. Lastly, the refreezing stage is establishing the change as the new habit, so that it now becomes the “standard” (Hussain et a.,2018). Without this final stage, it can be easy for the person to go back to their old habits.
DeNisco, S. M. (2021). Advanced Practice Nursing: Essential Knowledge for the Profession: (4th ed.). Jones & Bartlett Learning.
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127
Topic 3 DQ1
Organizations, including those in healthcare, require changes to enhance their abilities and capacities to offer improved and better quality care. Change comes with challenges, especially the level of acceptance and readiness among stakeholders like employees and the management. As such, implementing change in any setting require application of appropriate and effective change models like Lewin’s three-stage change theory or framework (Mahmood, 2018).
According to Kurt Lewin’s model, stakeholders should implement change by considering two aspects; the organizational environment’s change process and challenging the status quo to attain effective transformation. The model advances that group conduct and readiness for change impact individual perspective on change. As such, leaders in an organization can implement change by focusing the individual conduct as a reflection of the group perception and readiness for change.
The model comprises of unfreezing, implementing change, and refreezing. Through unfreezing, the organization’s management informs stakeholders, especially employees, on the need for change and secure their acceptance or a buy-in using better ways to engage them. The second stage is the implementation of the changes through sharing of knowledge and support from the leaders (Nilsen et al., 2020).
The third stage is the refreezing stage where changes become part of the organizational culture and way of doing things. This occurs through sustained application and corrective measures to attain the best outcomes or results. The model is categorical that organizational changes needs participation and understanding of all stakeholders, especially leaders and their leadership style.
The change model is emphatic that stakeholders like nurses play a critical role as change agents and patient advocates as they are committed to improving processes and attainment of better outcomes. Stakeholders like nurses and other providers as well as patients and their families champion change and invent strategies to help their organizations implement new ways of doing things in care practice (Stobierski, 2020). Again, they ensure that there is effective communication to all individuals and communities impacted by changes in their practice environment.
References
Mahmood, T. (2018). What models of change can be used to implement change in post-graduate
medical education? Advances in Medical Education and Practice, 175-178.
DOI: 10.2147/AMEP.S160626
Nilsen, P., Seing, I., Ericsson, C., Birken, S. A., & Schildmeijer, K. (2020). Characteristics of
successful changes in health care organizations: an interview study with physicians, registered nurses and assistant nurses. BMC health services research, 20(1), 1-8. https://doi.org/10.1186/s12913-020-4999-8
Stobierski, T. (2020 January 21). Organizational Change Management: What It Is & Why It’s
Important. https://online.hbs.edu/blog/post/organizational-change-management
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