NUR 514 Week 3 DQs

Week 3 DQ 1 How have you seen or experienced organizational change within an organization? Did it go well or not? Was there any correlation in how the organizations used stakeholders or change models?

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.

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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.

NUR 514 Week 3 DQs 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 

Week 3 DQ 2 You have been selected to serve on a community outreach committee within your state’s nursing organization. The committee includes registered nurses of different specialties. At your first meeting, it becomes evident that not everyone is in agreement with a recent position statement about the role of spiritual care, with some members arguing they will no longer support the committee if the position statement is not revised or reversed. As a nurse leader, how could you draw from change theory to address these concerns and encourage collaboration on the committee?

Change is inevitable in healthcare. Change readiness and implementation are crucial for sustainable progress. Lewin’s change model is a change model that can be utilized in a dynamic health environment. Udod and Wagner (2018) posit that the model is made up of three steps: unfreezing, moving, and refreezing. The unfreezing phase is where an organization figures out that change is important. The moving phase involves the change initiation process. The unfreezing phase comprises the establishment of a new status quo.

All change initiatives, no matter how big or small, unfold in three major stages: pre-change, change, and post-change. Based on Lewin’s change model, change is managed by including all critical stakeholders. It is based on the idea that if one can identify and determine the potency of forces, it is possible to know the forces that need to be diminished or strengthened to bring about change. Staff from different shifts must be part of the gap identification that prompts change. According to Barrow et al. (2021), a force field analysis is initiated. A force field analysis comprises a review of change facilitators and barriers at work in the department. Change leaders are then selected to plan and initiate change processes.

​Stakeholders play a critical role during organizational change. Change leaders, for instance, work to reduce change barriers through open communication and education while also aiming to strengthen change facilitators through staff recognition and various incentives. Ongoing leader engagement throughout change execution will increase the chances of success (Barrow et al., 2021). On the other hand, healthcare professionals implement the changes by adopting the proposed ideas for change and bettering healthcare outcomes. In most cases, they may require additional on-the-spot training to overcome knowledge deficits as the change process continues. Finally, leaders must continue to monitor progress toward goals using information like patient satisfaction, employee morale, staff satisfaction, and adverse events.

NUR 514 Week 3 DQs References

Barrow, J. M., Annamaraju, P., & Toney-Butler, T. J. (2021). Change Management. In StatPearls [Internet]. StatPearlsPublishing.

Udod, S., & Wagner, J. (2018). Common change theories and application to different nursing situations. Leadership and influencing change in nursing.