Research The Various Change Models Used By Organizati 562717

Research The Various Change Models Used By Organizations Today After

Research the various change models used by organizations today. After assessing these models, create a change model conducive to your field, and that will work within your organization's culture. This model should serve to implement a strategic process that can help your organization integrate a change and respond to the internal or external driving forces that affect organizational success. (I will choose the change model and the area in my field that needs to be addressed.) Create a visual representation of your model using a graphic organizer of your choice (flow chart, concept map, etc.). The design of your model will be unique and relevant to your organization, based on a critical analysis of its culture and behavior.

However, your model must demonstrate the necessary steps for realistic implementation. Your model will be assessed on the quality of strategic implementation you design, the support you present for your model, and inclusion of the following concepts:

• Methods to evaluate the need for change: Methods used to evaluate the need for change should be extremely thorough, including extensive explanation and numerous supporting details.
• Approach and criteria for choosing individuals or teams necessary for a change initiative: Approach and criteria should be expertly crafted.
• Communication strategies: Strategies should be detailed, well explained, and align seamlessly with the organizational culture and behavior.
• Strategies to gather stakeholder support and overcome resistance: Strategies should be expertly crafted.
• Implementation strategies: Strategies should be detailed, well explained, and align seamlessly with the organizational culture and behavior.
• Sustainability strategies: Strategies should be detailed, well explained, and align seamlessly with the organizational culture and behavior.

Once you have created your model, prepare a 10-12 slide PowerPoint presentation to demonstrate how this model is relevant to your organization and why it will work well within your organization's culture.

In conclusion, discuss why this model will lead to sustainable change when most change initiatives fail. You will utilize this change model for your final paper.

Use Lewin's Model as a basis to address the following problem:

• Lack of on-time start of procedure (impact on day, discharge, and patient perception of physician)
• Hours lapse between end of case and when physician provides patient and loved ones with results of procedure
• Poor HCAHPS (Patient Satisfaction) results
• What do I do with the time between case completion and physician delivering results? (Explanation to patient)
• How to communicate patients’ dissatisfaction with physician

Develop graphs, such as:

• Number of late starts
• Hours between case completion and discussion of results with patients and families
• Trend of the number of cases booked per day

Include illustrative signs like: "I'm scared, please don't forget to come and tell me my results when you are finished," "Thank you for performing my procedure, the suspense is killing me, can you please tell me what you found?", "I'm petrified, how much longer before it's my turn to have my catheterization?", and "Waiting for the results is worse than the procedure".

Paper For Above instruction

Americans healthcare organizations frequently face the challenge of implementing effective change to improve patient outcomes, streamline processes, and enhance overall satisfaction. The adoption of change models becomes imperative in navigating the complex internal and external factors influencing healthcare delivery. One of the most prominent and historically significant models is Lewin’s Change Management Model, which offers a straightforward yet powerful framework for managing organizational change. Applying Lewin’s model to address the specific issue of delayed patient results communication after procedures can foster sustainable change within healthcare settings, especially when carefully tailored to the specific organizational culture and operational dynamics.

Fundamentally, Lewin’s model consists of three phases: Unfreeze, Change (or Transition), and Refreeze. In the context of healthcare, particularly regarding delays in communicating procedural results, the first phase—Unfreeze—involves creating awareness about the problem. This includes evaluating methods to identify the need for change, such as analyzing patient feedback, HCAHPS scores, and operational metrics like the time between case completion and patient discussions.

From a diagnostic perspective, data collection tools such as time-tracking logs, patient satisfaction surveys, and workflow analyses help physically and psychologically prepare the organization for change. For example, analyzing trends in late starts or extended intervals between procedures and results can uncover systemic issues such as staffing inefficiencies, workflow bottlenecks, or communication gaps. These insights solidify the rationale for change, aligning organizational priorities with patient-centered care initiatives.

The second phase—Change or Transition—focuses on implementing strategies that promote the desired behaviors and process improvements. Key to this phase is the approach and criteria for selecting individuals or teams to spearhead the change initiative, often involving multidisciplinary staff including nurses, physicians, and administrative personnel. Criteria for team selection should consider expertise, influence, and ability to champion new procedures. For instance, choosing a clinical nurse leader with experience in workflow management or a physician committed to patient communication can facilitate smoother adoption.

Effective communication strategies are vital at this stage. Healthcare organizations should employ transparent, ongoing dialogue incorporating various channels—staff meetings, email updates, visual dashboards, and huddles—that directly reflect and respect organizational culture. Tailored messaging explaining the importance of timely communication and how it aligns with patient satisfaction goals ensures buy-in. Moreover, using signage and visual cues—such as posters displaying times for result discussions or patient message signs—can reinforce the change objective.

To gather stakeholder support and overcome resistance, engagement techniques such as involving frontline staff early, providing education about benefits, and recognizing contributions are essential. Resistance often stems from workload concerns or uncertainty about new procedures; thus, leadership must articulate clearly how these changes streamline processes and improve patient outcomes, fostering shared ownership.

Implementation strategies include redesigning workflows to ensure procedures are scheduled with dedicated time for result communication, adjusting staffing schedules, and utilizing technology solutions like electronic alerts to prompt physicians when results are ready. These steps must be aligned with organizational culture—if the organization values teamwork and patient-centeredness, incorporating staff feedback and emphasizing the importance of communication excellence can accelerate acceptance.

The final phase—Refreeze—involves sustaining improvements through reinforcement, ongoing monitoring, and integrating the new practices into organizational policies. Strategies include continued data tracking, performance feedback, recognition programs, and embedding communication protocols into standard operating procedures. For example, incorporating mandatory result discussions into checklists or workflows ensures consistency and cemented practice.

Graphical representations of these concepts can depict the trend of late starts, the temporal gap between procedure and results discussion, and the daily booking and discharge patterns. Visual dashboards displaying real-time data motivate staff and provide tangible evidence of progress.

By deploying this tailored Lewin-based change model, healthcare organizations can foster a culture of continuous improvement that leads to sustainable change. Unlike many initiatives that falter due to inadequate planning or resistance, this model emphasizes strong data-driven diagnostic steps, inclusive stakeholder engagement, clear communication, and reinforcement mechanisms aligned with organizational values. These elements collectively ensure that improvements are durable and embedded into routine practice, ultimately enhancing patient satisfaction and operational efficiency.

References

• Cummings, T. G., & Worley, C. G. (2019). Organizational Development and Change. Cengage Learning.
• Lewis, L. (2019). Managing Change in Healthcare: Leading Change with Confidence. Routledge.
• Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government and Our Community. Prosci.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Burke, W. W. (2017). Organization Change: Theory and Practice. Sage Publications.
• Appelbaum, S. H., Habashy, S., Malo, J.-L., & Shafiq, H. (2012). Back to the Future: Revisiting Kotter's 8-Step Model of Change. Journal of Management Development, 31(8), 764-782.
• French, W. L., & Bell, C. H. (1999). Organizational Development (6th ed.). Prentice Hall.
• Galli, B. J. (2020). Leading Patient-Centered Change: Strategies for Success. Journal of Healthcare Leadership, 12, 33-45.
• Senge, P. M. (2006). The Fifth Discipline: The Art & Practice of The Learning Organization. Doubleday/Currency.
• Argyris, C., & Schön, D. (1996). Organizational Learning II: Theory, Method, and Practice. Addison-Wesley.