Template for Theoretical Models of Practice Assignment
Lewin’s Change Management model, which psychologist Kurt Lewin created, offers an effective model for implementing organizational change. The model consists of three phases: unfreezing, changing, and refreezing. The model is chosen due to its applicability to medical facilities, where constant adaptation is required (Burnes, 2020). The unfreezing phase makes it possible to prepare a team for change, the change phase implements the new practices, and the refreezing stage helps solidify such changes in the organizational culture. Such straightforward strategy is essential in healthcare, whereby clear communication and smooth transitions help maintain quality patient care while adapting new evidence-based practices, technologies, and policies.
Model Characteristics
Lewin’s Change Management Model
Application to Your Advanced Practice Role
Family Nurse Practitioner (FNP)
Characteristic 1:Unfreezing
This is the initial stage of change management which emphasizes on the preparation of the team for the impeding transition. The stage involves the cultivation of the awareness regarding the necessity to change and to ensure strategic reduction resistance.Leaders work by dismantling the present mindsets, revealing the inadequacies of the present practices and focusing on the benefits of the suggested alterations. The process of promoting open communication and tackling concerns, the unfreezing process is aiming at creating a receptive environment for the implementation of the change (Harrison et al., 2021).
Application : As an FNP, the unfreezing can include the education of the staff and the clients regarding the new healthcare procedures or technologies. It involves the process of holding the informational meetings and distributing the educational materials to help in ensuring that every person is ware of the benefits of the changes.
Influence on the Team : having clear communication is crucial in the reduction of resistance and promotion of the teamwork for smooth transition. Being an FNP, an open channels for dialogue requires active listening to the concerns raised by the team and offering prompt response. There is regular updates, the meeting of the teams, and one-on-one discussions helps in building trust and confidence. Encouraging feedback and the involvement of the team members in the decision-making process helps in increasing a buy-in and motivation, thus resulting in a more cohesive and adaptable team environment (Altmiller & Pepe, 2022).
Characteristic 2: Change (Moving)
The implementation of the new practices and policies demands for teamwork approach with the inclusion of the stakeholders in the process. Such inclusive approach helps in fostering a sense of ownership and commitment among the members of the team. It encourages heir active involvement and support. The approach of accepting or engaging different views and skills enable organization to deal with the change effectively. It helps in tackling the possible issues and exploiting the collective wisdom to ensure smooth transition and significant long-term organization’s success (Harrison et al., 2021).
Application: during the change phase, the FNP can lead the activities involved in the implementation of the new electronic health record (EHR) systems or the updated clinical procedures. The involvement of the team members in the training sessions and feedback loop helps in the successful adoption process.
Influence on the Team: the process of engaging the team in the change process helps in fostering a sense of ownership and accountability, resulting in the better compliance to the new practices (Nilsen et al., 2020).
Characteristic 3: Refreezing
This stage involves solidification of the changes into the culture of the organization. It significantly impacts on the dynamic and behavior of the team. Such process leads to the reinforcement of the new norms, practices, and attitudes. The process ensures such values become part of the organizational daily practice. The team members engage in the gradual internationalization of such changes, making them the second nature. The successful refreezing leads to the creation of the stable environment where the executed changes are continuously maintained, causing a reduction in the possibility of reverting to old behaviors. The phase helps in promoting long-term sustainability since it leads to the transformation of temporary adjustments into the permanent fixtures of the team’s culture and working techniques (Stanz et al., 2021).
Application: in the refreezing stage, the FNP helps with the establishment of the new routines and ongoing training programs that helps in ensuring that the changes are uphold and integrated successfully in the daily practices.
The influence on the Team: it helps ensure an ongoing support and the reinforcement process that assists in the maintenance of the new standards and prevention of the regression to the old behaviors (Wheeler et al., 2022).
Conclusion
Lewin’s change management model significantly applies to nursing, especially for advanced practice roles such as family nurse practitioners. The phases of the model include unfreezing, changing, and refreezing. They are aligned with the dynamic and evolving nature of the healthcare environment. The successful preparation process, implementation, and solidification of changes enable the FNP to lead the team using transitions that enhance patient care and the efficiency of the operations. The professional identity of the FNP helps impact the interprofessional team members and the public. It ensures that changes are embraced and serve for the long term. In the future, ongoing education and open communication will be necessary for the maintenance of the positive effect of such changes.
References
Altmiller, G., & Pepe, L. H. (2022). Influence of Technology in Supporting Quality and Safety in Nursing Education. Nursing Clinics of North America, 57(4), 551–562. https://doi.org/10.1016/j.cnur.2022.06.005
Burnes, B. (2020). The Origins of Lewin’s three-step Model of Change. The Journal of Applied Behavioral Science, 56(1), 32–59.
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, 13(2), 85–108. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7966357/
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(147), 1–8. https://doi.org/10.1186/s12913-020-4999-8
Stanz, L., Silverstein, S., Vo, D., & Thompson, J. (2021). Leading Through Rapid Change Management. Hospital Pharmacy, 57(4), 001857872110468. https://doi.org/10.1177/00185787211046855
Wheeler, K. J., Miller, M., Pulcini, J., Gray, D., Ladd, E., & Rayens, M. K. (2022). Advanced Practice Nursing Roles, Regulation, Education, and Practice: A Global Study. Annals of Global Health, 88(1), 1–21. https://doi.org/10.5334/aogh.3698
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