This week’s content reviewed specific models that can be used to guide a practice change. Using the assigned readings and your professional experience as a starting point, answer the following: 1. Summarize the commonalities (similarities) of the models. 2. Identify a minimum of two ways the models differed. 3. Describe which model reflects the formal or informal processes that have occurred at the professional organization you are employed at when a practice change has been implemented. In your response provide at least two specific detailed examples.
1. The assigned readings introduced several models that can be utilized to guide practice change within professional organizations. Although these models differ in their specific approaches, they also exhibit certain commonalities. One commonality among the models is the recognition of the importance of a systematic approach to practice change. Each model emphasizes the need for a structured process that includes careful planning, implementation, and evaluation. This highlights the importance of a systematic and evidence-based approach to practice change, as it helps ensure that changes are well thought out, effectively implemented, and rigorously evaluated.
Another commonality in these models is the emphasis on engaging stakeholders and fostering collaboration. Recognizing that successful practice change requires the support and involvement of various stakeholders, the models advocate for open communication, active engagement, and shared decision-making. By involving key stakeholders throughout the change process, organizations can enhance the likelihood of successful implementation and minimize resistance or opposition. This emphasizes the importance of valuing and incorporating different perspectives and expertise to ensure the sustainability and effectiveness of practice change initiatives.
Furthermore, the models also acknowledge the need for ongoing evaluation and continuous improvement. They emphasize the importance of monitoring and evaluating the outcomes of practice change initiatives to determine their effectiveness, address any challenges or barriers, and make necessary adjustments. By adopting a continuous improvement mindset, organizations can optimize the impact of practice change efforts and ensure that they remain aligned with evolving needs and priorities.
2. While the models share common elements, they also differ in various aspects. One key difference between the models lies in their specific frameworks or structures. For example, the Kotter’s 8-step change model provides a step-by-step framework that guides organizations through the change process, starting with creating a sense of urgency and ending with anchoring the change in organizational culture. On the other hand, Lewin’s three-step model focuses on unfreezing the current state, implementing the change, and then refreezing the new state. Such differences in structure highlight the various ways in which change can be approached and managed within professional organizations.
Additionally, the models also differ in their emphasis on individual versus organizational factors. For instance, the Prosci ADKAR model places significant emphasis on individual change by focusing on the awareness, desire, knowledge, ability, and reinforcement needed for successful individual transitions during practice change. In contrast, the Organizational Development (OD) model takes a more holistic approach by considering the interaction between individual, group, and organizational factors in driving change. This difference in focus reflects the varying perspectives on the drivers and dynamics of practice change within organizations.
3. At the professional organization I am employed at, the practice change process typically aligns more closely with Lewin’s three-step model. The organization recognizes the importance of the systematic and structured approach advocated by this model. For example, when implementing a new electronic medical record system, the first step involved “unfreezing” the current state by creating awareness among staff about the benefits and necessity of the change. This was done through presentations, training sessions, and communication campaigns that highlighted the importance of the new system for improving patient care and streamlining workflows.
Once the staff became receptive to the change, the organization moved on to the implementation phase. This involved providing extensive training and support to ensure that staff had the necessary knowledge and skills to effectively utilize the new system. Additionally, feedback and continuous improvement were actively sought during the implementation phase, allowing for adjustments and refinements based on staff input and the emerging needs of the organization.
As the new system became integrated into everyday practice, the organization focused on “refreezing” the change by embedding it into the organizational culture. This was accomplished through ongoing training, reinforcing positive behavior changes, and recognizing and celebrating successful utilization of the new system. By following a structured approach that aligns with Lewin’s three-step model, the organization was able to effectively implement and sustain the practice change.
In another practice change example, the organization implemented a new evidence-based hand hygiene protocol. In the initial stage, the organization created a sense of urgency and awareness by sharing data on the impact of healthcare-associated infections and the benefits of proper hand hygiene. This was followed by the implementation phase, which involved extensive education and training for staff on the new protocol and its proper execution. Finally, the organization focused on continuous monitoring and feedback to ensure compliance and sustain the practice change.
Overall, the organization’s approach to practice change reflects the formal and systematic processes advocated by Lewin’s three-step model. The organization recognizes the importance of engaging stakeholders, providing adequate support and training, and continuously evaluating and improving the practice change process to ensure its success and sustainability.