NUR 514 Topic 3 DQ 1 & 2 Discussion: 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

NUR 514 Topic 3 DQ 1 & 2 Discussion: 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

NUR 514 Topic 3 DQ 1 & 2 Discussion: 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

Topic 3 DQ 1

Assessment Description

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

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Topic 3 DQ 2

Assessment Description

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 and change agent, how would you approach the committee? How could you draw from change theory to address these concerns and encourage collaboration on the committee?

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Topic 3 DQ 1

Organizational change entails the transition from one state to another concerning one of its aspects. It can take many forms, such as the change of the organizational structure, procedures, technology and strategy. This discussion describes an appropriate organizational change model, its purpose, and the role of stakeholders during organizational change.

There are many organizational change models in existence. One widely used model is Lewin’s change management model (Hussain et al., 2018). It is considered one of the most effective models, especially in this dynamic world. The model was formulated by Kurt Lewin and categorized the change process into three phases, namely unfreeze, change and refreeze. These three steps are used to manage organizational change. The unfreeze phase entails the preparation of the enterprise to accept the necessity of initiating change (Burne, 2019). Therefore, there is a disorganization of the way things are originally done to a new way of doing things. The second phase is the change phase, which involves the transition and the implementation of the new change (Burne, 2019). Lastly, there is refreeze, in which stability is established after the completion of the change. The organization and its stakeholders accept the change as the new norm.

The management of organizational change entails four main steps. First, there is the identification of the need for change, which determines the things that need to change and the unsustainability of the status quo. Second, there is a plan for change in which a structured framework is formulated to adopt change (Burne, 2019). Third, there is the implementation of change through appropriate strategies and ensuring acceptance. Lastly, the organization must sustain the change. The stakeholders are critical in organizational change as they support the change and are actively involved. They offer feedback on the change process and adopt the new process and procedures (Errida & Lotfi, 2021). These are the ways Lewin’s change model is used in organizational change and the role of stakeholders in the process.

In conclusion, organizational change management is highly dynamic in the current business environment. It is especially vital in the healthcare sector and necessitates a structured framework for change, such as Lewin’s change model. Additionally, it is critical that stakeholders are involved in successful and sustained organizational change.

References

Burnes, B. (2019). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), 32–59. https://doi.org/10.1177/0021886319892685

Errida, A., & Lotfi, B. (2021). The determinants of Organizational Change Management Success: Literature Review and Case Study. International Journal of Engineering Business Management, 13, 184797902110162. https://doi.org/10.1177/18479790211016273

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

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Topic 3 DQ 2

Organizational change has significant effects on an organization and its operations. The change leads to a transition of organizational goals, personnel and operations. This discussion examines the involvement of a nurse leader in organizational change and the impact of change theory. A nurse leader who also acts as a change agent and is responsible for change operations in a healthcare organization. For instance, there is disagreement on the recent position statement concerning spiritual care. Nurse leaders can deal with this issue by being open-minded and listening to the perspectives of all involved. There is a need to understand the position of the disagreeing. The information can be incorporated into the position statement.

The Lewin’s change theory can be utilized in this situation. It suggests that three steps can be used for successful change implementation. The first stage is unfreezing, in which the need for change is determined (Harrison et al., 2021). In the current situation, there is recognition that there is disagreement concerning the recent position statement. The second stage is change, in which change is implemented (Harrison et al., 2021). It might entail reforms in the position statement by addressing varying perspectives on the current situation. Lastly, there is refreezing, in which all the stakeholders accept the new change and are established as the new norm (Hussain et al., 2018). Therefore, this is how the change theory can be applied to the current situation.

The nurse leader can also promote collaboration in the committee to promote successful and sustained change. For instance, open and respectful discussions can promote effective communication (McLaney et al., 2022). There should be promotion of inter-professional teams that are encouraged to share varying positions. Lastly, there should be the promotion of shared decision-making.

In conclusion, as a nurse leader, it is critical to approach and address conflicts carefully. Applying change theory offers a structured way of implementing change and reducing change resistance. Additionally, collaboration should be vital in the change process.

References

Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where Do Models for Change Management, Improvement and Implementation Meet? A Systematic Review of the Applications of Change Management Models in Healthcare. J Healthc Leadersh, 13, 85–108. https://doi.org/https://doi.org/10.2147%2FJHL.S289176

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

McLaney, E., Morassaei, S., Hughes, L., Davies, R., Campbell, M., & Di Prospero, L. (2022). A framework for Interprofessional team collaboration in a hospital setting: Advancing Team Competencies and Behaviours. Healthcare Management Forum, 35(2), 112–117. https://doi.org/10.1177/08404704211063584