Kurt Lewin's Change Management Theory

“ The ADKAR model of change includes Awareness of the need for change, the Desire to support the change campaign, Knowledge of how to make this successful, the Ability to implement new strategies, Reinforcement of change implementation, and periodic re-evaluation (Hait,2006). These four elements promote evidenced- based practice change and the commitment from nurses to participate in professional activities.”(Robert & Pape, 2011, p. 43) A APRN’s we will have to be agents of change to provide the best care for our patients. When we identify a issue or concern we must have the ability to address it

Implementing a change in practice within these environments can produce anxiety or fear of failure in nurses, leading to a resistance to change. Several studies (Bozak, 2003; Lehman, 2008; Spetz, Burgess & Phibbs, 2012) expounded the need for a concise plan and clear communication between nurses and management when implementing a change of this nature. The use of Lewin’s Change Management theory can support nurses through the transitions and identify areas of strengths and resistances prior to implementing change. Without a framework for guidance, it can be difficult to keep on track.

Implementing a change project is a challenging step of the Capstone Change Project. This paper focuses on steps that must be taken to implement a change, strategies to ensure the success, involved stakeholders and their roles, educational requirements, safety issues, ethical considerations, and external or internal regulations’ effects on the process. It also include the change theory, nursing theory, and evidence based practice influences on the implementation process.

They are tasked to encourage and facilitate EBP projects. This is one way of actively supporting, promoting and continuing to improve patient outcomes with the use of evidence-based practices. Challenges arise when there are no consistent leadership in this SL group that may be due to personal reasons, schedule challenges and the different challenges that may come during the steps in conducting the EBP project itself. In my personal experience on the EBP project on bedside handoff, the advantages and benefits of changing from nurse-to-nurse handoff at the nurses’ station to bedside handoff were emphasized to all stakeholders, including the increase in patient satisfaction when patients are involved in their care. However, we faced a high push-back form staff when it came to the implementation phase. There were concerns that handoff would be longer than usual, and that breech of patient confidentiality and privacy would ensue if bedside handoff was done. Despite all that, the bedside handoff EBP was successfully implemented mostly due to the timing and adequacy of staff education that included role playing, as well as strong support of the leadership team. According to Adams, Farrington and Cullen (2012), “The final and perhaps most intimidating step in the evidence-based practice (EBP) process is dissemination.” But with proper preparation, this can be

The author made a problem statement that bedside nursing report is not persistence in nursing care and there is limited research to investigate. The author’s questions are specifically related to the concern of bedside clinical handover that needs to be addressed in healthcare organization, investigate patients’ opinions to help nurses become aware of patients’ needs and increase their skill in clinical bedside handover practice. Using qualitative research methodology to interview, explore, and observe patients’ experience will help the researchers to answer the research questions. Obviously, exploring the patients’ opinion of bedside nursing handover is a key to recognize patients’ perspective to provide for their needs in order to continue patient safety care and

While focusing on several key areas that are critical to the success in transforming to the new healthcare policy, the importance is in ensuring the efficiency in managing care for the patients. With these changes, the nurse must be prepared to shape and lead the emerging

Nurse knowledge Exchange (NKE) at the bedside during shift change is very important part in nursing for continuity of care. Effective communication plays great role while transferring information from one nurse to another nurse. According to studies, nursing reports at the bedside have positive results such as improved communication among nurses and patient, nurse and patient satisfaction, safety, decreased overtime and improve nurse patient relationship etc.(Maxson, Derby, Wrobleski and Foss, 2012; Tan, 2015; Sand-Jecklin, and Sherman, 2014). This paper outlines an implementation plan that describes a current issues that requires change, the method of obtaining approval and security for proposal, proposed solution and rationale, evidence from literature review to support proposed solution, and implementation logistics. In addition this paper also identifies resources required implementation.

In order to promote planned change I would need to include the stakeholders are the nursing staff. I would need to consider what type of planned change needs to take place and in this circumstance it needs to be transformational change, the nurse staff will gain "new knowledge and skills but also a new way of thinking."(Harrington & Terry, 2013, p.67) I would include Lewin three stages of plan changed which includes, unfreezing, moving, and refreezing. Unfreezing I would need to identify to the group the g-tube placement verification needs to be changed due to evidence based practice research indicates that gastric tube placement with injecting air and auscultating the abdomen has shown to be ineffective and

Leading and managing change require a solid theoretical foundation. This assignment will research the theoretical elements of change and change management. Addressed will be the following: Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing demand creates the need for new products and services, businesses often are forced to make changes to stay competitive. The businesses that continue to survive and even thrive are usually the ones that most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of operation. According to literature from the past two

By focusing on overall patient care and satisfaction many areas patients are surveyed on can be improved. Once a performance standard is selected staff must develop a plan for improvement. The first step would be to research as many sources as possible to find the best evidence based practices that would work for the specific facility. This can be divided into two the two categories of direct nursing care and indirect nursing care. Direct nursing care would include implementing hourly rounding, adequate nursing staff and SBAR communication. Indirect nursing care includes availability of technology such as wireless communication, real time locating, wireless monitoring, and electronic medical records. The second step would contain education of the staff on what is to be implemented and why. The why is important for nurses to overcome any barriers that might be encountered. While nursing practice has grown based on evidence Vanhook (2009) explains the greatest barriers to evidence based practice, such as difficulty interpreting findings, limited time, and misunderstanding of research itself, and how to overcome these barriers. With phase one and two completed facilities can move forward with implementation and evaluation.

The significance of Lewin’s change theory lay not in the formality of the theory itself but rather on his ability to conceptualize real situations and as a result come up with models that reflect ideal situations. Kurt Lewin cut a niche for himself as one of the pioneers of the applied, organizational and social psychology. Born Kurt Zadek Lewin in September 9 1890, he is acknowledged as the founder of social psychology and among the first people to study organizational development and group dynamics. He lays claim to the term action research which he coined in 1944 to try and explain the effect of social action and the factors that lead to the same. A spiral circle

As Niccolo Machiavelli once stated "There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things" (Burtonshaw-Gunn 2008 p 21). Change is as influential as it is necessary. Adopting effective change can also be a difficult endeavor. That is why this research is examining particular change models as a way to better understand methods which can be transposed into real practice. Here, the work of Palmer & Dunford (2009) is examined, in particular the concepts of change images found in chapter two of the work Managing Organizational Change: A Multiple Perspectives Approach. Change model images essentially prepare a foundation of structure and leadership for managers, which can be decided upon based on the specific environmental factors involved in the change itself. Managers can choose particular management styles based on the specificities of the situation and the desired results.

In addition, Lewin recognized that change is almost always met with resistance. More importantly, he identified the behaviors and environments that stimulate resistance. Thus, careful consideration of behavioral and environmental impacts must occur in the Unfreezing stage of Lewin’s Unfreezing-Changing-Refreezing Model prior to implementing the change. This will prepare the leaders of the organization to meet the resistance with the correct leadership and management style.

Organizational change is usually triggered by relevant environment shift, either internal or external, that sensed by companies and leads to intentionally generated response (French, Bell & Zawacki, 2006). This paper will discuss several organization development models..

1.1 The analysis must include consideration of two current schools of thought on change management and how they have contributed to organizational change