Read the Mitchell (2013) article listed in the required reading list. Leading change is an important part of successful project execution and implementation. The nurse leader and project manager should be intimately familiar with a particular change theory that serves as the framework for leading the change represented by a project. Identify your “go-to” change leadership framework and discuss how you will use that framework to guide organizational change.
Introduction
Leading change is a critical aspect of successful project execution and implementation. In the healthcare setting, nurse leaders and project managers play a pivotal role in driving and managing organizational change. To effectively lead change, it is essential for these individuals to adopt a change leadership framework as a guiding tool. In this paper, we will explore the Mitchell (2013) article as a valuable resource for understanding change theories and discuss the selected “go-to” change leadership framework for guiding organizational change.
Analyzing the Mitchell (2013) Article
The Mitchell (2013) article titled “The Nurse Leader as Change Agent” provides a comprehensive overview of the role of nurse leaders as change agents and explores various change theories applicable to healthcare settings. One of the key takeaways from this article is the recognition of the nurse leader’s responsibility to foster and promote change within their organization. The article emphasizes the need for nurse leaders to possess a solid understanding of change theories and their application to effectively navigate and lead organizational change initiatives.
Additionally, the article highlights four prominent change theories commonly utilized in healthcare settings: Lewin’s Change Theory, Kotter’s 8-Step Change Model, The Transtheoretical Model of Change, and Roger’s Diffusion of Innovations Theory. These theories provide a foundation for understanding the dynamics of change processes and offer valuable insights into the facilitation of successful change initiatives within healthcare organizations.
Selecting a Change Leadership Framework
Among the four change theories presented in the Mitchell (2013) article, the selected “go-to” change leadership framework for guiding organizational change is Lewin’s Change Theory. Kurt Lewin’s three-step change model focuses on unfreezing, changing, and refreezing to bring about successful organizational change (Lewin, 1947). This model aligns well with the healthcare setting, as it emphasizes the importance of preparing individuals for change, implementing the change, and solidifying the change to ensure sustainability.
Lewin’s Change Theory offers a systematic approach to guide organizational change, providing a clear roadmap for both nurse leaders and project managers. The first step, unfreezing, involves creating awareness of the need for change and overcoming resistance to change. Nurse leaders can achieve this by openly communicating the reasons and benefits of the proposed change, addressing concerns, and involving key stakeholders in the change process. By engaging individuals and promoting a shared understanding of the change, nurse leaders can mitigate resistance and establish a supportive environment for change.
The second step, changing, involves implementing the desired change. Nurse leaders need to provide resources and support to facilitate the transition, ensuring that the change is effectively communicated, and clear expectations are established. This includes providing education and training to equip staff with the necessary knowledge and skills to adapt to the change. Additionally, nurse leaders must actively monitor the change process, addressing any issues or challenges that arise, and providing ongoing guidance and support.
The final step, refreezing, focuses on solidifying the change. Nurse leaders play a crucial role in reinforcing the new behavior or practice by integrating it into the organization’s culture and systems. This can be accomplished by recognizing and rewarding individuals who demonstrate the desired change and creating mechanisms for ongoing evaluation and feedback. By embedding the change into the fabric of the organization, nurse leaders can ensure its sustainability and long-term success.
Conclusion
Leading organizational change in healthcare requires nurse leaders and project managers to adopt a change leadership framework. The Mitchell (2013) article highlights the significance of nurse leaders as change agents and introduces several change theories applicable to healthcare settings. Among the theories discussed, Lewin’s Change Theory offers a suitable framework for guiding organizational change due to its systematic three-step approach of unfreezing, changing, and refreezing. By applying this framework, nurse leaders can successfully navigate the complexities of change, engage stakeholders, mitigate resistance, and facilitate sustainable change within their healthcare organization.