Evidence-Based Practice Proposal Project – Framework-Model for Change

Evidence-Based Practice Proposal Project – Framework-Model for Change

Framework/Model for Change

Implementing change processes within care organizations is sometimes challenging. In many instances, organizational resistance towards the change process, lack of leadership support and clear objectives for the change, and poor employee engagement, among others, result in a tumultuous change process with consequent low uptake of the change. Change models strategically assist healthcare leaders and administrators in navigating the change process (Drake, 2020). Examples of such models include Lewin’s change model, Kotter’s 8-step model for change, and the McKinsey 7-S framework, among others. The project will utilize a change model to implement the proposed change process.

The Change Model and Relevance to the Project

The project will utilize Kurt Lewin’s change model to implement the proposed transition care program in the care organization under scrutiny. Lewin’s change model provides a simplistic, elaborate framework for implementing a change process within a care organization. As per Lewin’s theoretical postulates on change management, the fate of a change process is pegged on a balance between the driving and restraining forces for the change process. Success is a consequence of predominating driving forces as epitomized by the motivation of the organizational employees to overcome potential barriers and steer the organization toward the new state (Harrison et al., 2021). This model is relevant to the project as it is not only simple and direct in its approach but also sensitive to the prevailing organizational circumstances that influence the change process (Amina et al., 2022). This informed its use in the project.

Stages in the Change Model

Lewin’s change model posits a three-stepped approach toward change management. These are unfreezing, freezing, and refreezing. In the unfreezing stage, the organization is prepared for the change process. In this step, the change leaders improve the organizational readiness for the impending change through effective change communication to create a buy-in into the change process. The freezing stage involves the implementation of the proposed change process. In this step, the change leaders ensure a continuous flow of information to the members, establish workshops for change management activities, and empower the involved stakeholders to proactively deal with the change. In the refreezing stage, the change is stabilized. The process involves obtaining feedback and arranging on-demand training on the change process (Saleem et al., 2019).

Application of Each Stage in the Project

The proposed project seeks to implement a care transition program. Per Lewin’s framework, the first step will be to prepare the organization for the change. Here, all involved stakeholders will be told about the proposed care transition program, its benefits to the care organization, and what it seeks to achieve. The process is expected to create excitement and enhance the organization’s readiness for the new program. The step will be proceeded by the actual implementation of the change process. During implementation, change leaders will continuously inform the members of the benefits of the change process. Their feedback will also be obtained to smoothen the process. The refreezing step will involve collecting feedback from the employees and creating on-demand training for the program. This is to reinforce the change within the organization. The change champion will also be awarded in this step.

Lewin’s change model provides a systematic framework for managing change processes within a care organization. The three-stepped approaches postulated in the model allow change leaders, healthcare leadership, and administrators to influence and guide change processes within care organizations effectively. This warranted its application in the proposed project.

References

Amina, A., Kassem, A., & Sleem, W. (2022). Applying Lewin’s change management theory to improve patient’s discharge plan. Mansoura Nursing Journal, 9(2), 335–348. https://doi.org/10.21608/mnj.2022.295591

Drake, K. (2020). Change is inevitable. Nursing Management, 51(7), 56–56. https://doi.org/10.1097/01.numa.0000669092.10582.06

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. Journal of Healthcare Leadership, Volume 13, 85–108. https://doi.org/10.2147/jhl.s289176

Saleem, S., Sehar, S., Afzal, M., Jamil, A., & Gilani, Dr. S. (2019). Accreditation: Application of Kurt Lewin’s theory on private health care organizational change. Saudi Journal of Nursing and Health Care, 02(12), 412–415. https://doi.org/10.36348/sjnhc.2019.v02i12.003

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Applying a framework/model for change ensures that a process is in place to guide the efforts for change. In 500-750 words, discuss the framework/model you will use to implement your evidence-based practice proposal project. You will use the framework/model you select in the Topic 8 assignment, during which you will synthesize the various aspects of your project into a final paper detailing your evidence-based practice project proposal.

Evidence-Based Practice Proposal Project – Framework-Model for Change

Include the following:

Identify the selected framework/model for change and discuss its relevance to your project.
Discuss each of the stages in the change framework/model.
Describe how you would apply each stage of the framework/model in your proposed implementation.
Create a concept map for the framework/model you selected to illustrate how it will be applied to your project. Attach this as an appendix at the end of your paper.