Change Management Strategies, Essay Example

Introduction

Managing change in a busy health care unit is not without challenges. Some health care professionals spend decades in the same role, and show resistance to change. This phenomenon is described by Lewin (1958) as a barrier for change. The below paper will discuss a possible framework for introducing computer-based learning and collaboration systems in a 60-bed clinical practicum unit. Unfortunately, the computer literacy skills of several doctors and nurses are limited, and many are used to completing tests on paper, reporting progress in writing, and making notes in the training room. In order to overcome the barriers of change, there is a need for developing an effective communication method, and gaining commitment through collaboration.

Theoretical Background

The change management model chosen for the project implementation is Lewin’s (1958) theory. According to the model, a three-step process needs to be followed: unfreezing, implementing change, and re-freezing. It is important to note that in order to successfully implement the computer-based training and knowledge sharing system in the health care unit, there is a need for influencing employees’ attitudes and behaviors. Effective leadership skills have a great impact on the final outcome. As there is a need for new behavioral patterns, and learning, it is also important that the leader of the unit shows support and addresses concerns before the implementation would take place.

Change Management Plan

Levasseur (2013, p. 566) highlights that leadership and soft skills are needed for change management in organizations. The author classifies soft skills as: personal, interpersonal, group, and organization based skills.  This indicates that gaining commitment (unfreezing) should be a result of effective communication and collaboration.

Unfreeze

Lewin’s (1958) framework states that leaders should first identify the initial problem, preparing the ground for communication, and obtaining data. Therefore, the author of the current framework recommends that the leader of the health care unit collects information about time spent on training, and clearly identifies the benefits of the change that would improve the work condition of all employees. Computer based training and collaboration can reduce the unit’s financial burdens, while it can help new staff gain skills and find answers in the unit database without having to find a senior nurse to answer. This would make career progress smoother, and increase the overall effectiveness of the unit. Further, in order to “unfreeze”, leaders need to offer support for those who are not confident using the computer by enrolling them to free digital literacy classes.

Change

While Lewin simply describes this step as the development of new attitudes and behaviors, Grant et al. (2010, p. 234) state that there is a need for using transformational leadership to appoint nursing champions who would be supporting the leader and contribute towards positive outcomes. Hyrka¨s (2010) states that cultural differences can make barriers even harder to overcome. It is possible that there is a generation gap between new graduate nurses and those who have been in the unit for many years. This indicates that nursing champions need to be recruited from every demographic group to support their peers. Older nurses becoming champions could show their colleagues that it is possible to learn new skills and improve individual productivity.

Re-Freeze

A recent Nursing Times article (Hamer, 2013, p. 19) states that “nurse leaders need to model and promote enabling technologies, and demand systems that meet practitioners’ needs. This is an important aspect of the Re-freeze process. Without health care unit leaders constantly reinforcing behavior patterns and leading as an example, this step of Lewin’s model cannot be completed.

References

Grant, B., Colello, S., Riehle, M. & Dende, D. (2010) An evaluation of the nursing practice environment and successful change management using the new generation Magnet Model. Journal of Nursing Management. DOI: 10.1111/j.1365-2834.2010.01076.x

Hamer, S. (2013) Involving nurses in developing new technology. Nursing Times. Vol 109 No 47

Hyrka¨s, K. (2010) Leading innovation and change. Journal of Nursing Management, 2010, 18, 1–3

Levasseur, R. (2013) People skills: Developing soft skills – A change management perspective. Interfaces. Vol. 43. No. 6. November-December 2013.

Lewin, K. 1958, “Group decision and social change,” in Readings in Social Psychology, eds. E. Maccoby, T. M. Newcomb, and E. L. Hartley, Holt, Rinehart and Winston, New York, pp. 197–211.