The Kurt Lewin Change Management Model: The Three-Stage Mode

The Kurt Lewin Change Management Modelthe Three Stage Model Is Known A

The Kurt Lewin Change Management Model The three-stage model is known as unfreeze, change, and freeze model. The unfreezing stage pertains to preparing for change, and staff members are expected to understand the need for change and be willing to move from their comfort zone (Connelly, 2020). The second stage, which is change, acknowledges that change is a process rather than an event. Finally, an organization establishes stability upon the implementation of the changes. In nursing, change occurs often, and the theory can facilitate transitions as it identifies areas of strengths and resistance before undertaking change.

The rapid adaption of technology and computerization in nursing can be complicated. It is common for nurses to experience anxiety or fear of failure in using the new tools resulting in resistance. The Kurt Lewin model can be applied to understand how technological adaption affects the organization, detect hindrances or barriers to successful implementation, and identify opposing forces that influence behavior during transformations (Burnes, 2019). It can then assist in overcoming resistance to change and ensuring nurses embrace the technology. For example, wireless nurse call systems (WNCS) are better than traditional wired systems since they enable detecting unintended events and dangerous situations, minimizing injury and harm, and allowing prevention and timely intervention (Dugstad et al., 2020).

The nursing staff is responsible for handling the technology, and they may experience interruptions to their work, and their relationships with patients may be compromised. The transformative implementation is likely to attract resistance given the complex nature of implementation, radical innovation, and time consumption. A Lewin's Change model can enhance the chances of a successful WNCS implementation. The first step will involve communicating with stakeholders and involving them in creating empowerment and reducing resistance. The second stage of actual implementation will include planning an effective rollout with the participation of staff.

The final step entails evaluation and stability as nurses are given all the necessary continuous support until completion of the project. References Burnes, B. (2019). The Origins of Lewin’s Three-Step Model of Change. The Journal of Applied Behavioral Science, 56 (1), 32-59. Connelly, M. (2020). The Kurt Lewin Model of Change. Dugstad, J., Sundling, V., Nilsen, E. R., & Eide, H. (2020). Nursing staff's evaluation of facilitators and barriers during implementation of wireless nurse call systems in residential care facilities. A cross-sectional study. BMC Health Services Research, 20 (1), 163.

Paper For Above instruction

The Kurt Lewin Change Management Model, often referred to as the three-stage model, remains a foundational framework in understanding and facilitating organizational change, especially within nursing practices. Its relevance is underscored by its simplicity, clarity, and practical application in managing the complexities of change processes in healthcare settings. This essay explores the Lewin model's stages—unfreeze, change, and refreeze—and its application in nursing, particularly concerning technological adoption, behavioral change, and overcoming resistance.

Introduction to Lewin’s Change Model in Nursing

Developed by Kurt Lewin in the 1940s, the change management model emphasizes the dynamic balance of forces—driving forces that promote change and restraining forces that oppose it. In nursing, where rapid technological advancement and behavioral modifications are frequent, understanding how to navigate these forces is crucial. The model offers a systematic approach to facilitate smooth transitions, ensuring stability and sustainability of change (Burnes, 2019). The three stages—unfreeze, change, and refreeze—serve as guidelines to prepare individuals and organizations for change, implement new practices, and embed new behaviors into routine operations.

Stage 1: Unfreezing

The first stage, unfreezing, involves creating awareness about the need for change and destabilizing the existing status quo. In nursing, resistance might stem from fears of incompetence or the uncertainty associated with new technologies or procedures. Effective communication and participative decision-making during this phase can mitigate resistance and foster a mindset receptive to change (Connelly, 2020). For example, when introducing wireless nurse call systems (WNCS), nurse leaders must communicate the benefits, address concerns, and involve staff early enough to develop a shared understanding and commitment (Dugstad et al., 2020).

Stage 2: Change/Transition

The second stage involves transitioning from old practices to new ones. It is characterized by learning, experimentation, and adaptation. In nursing, this can include training on new technology or modifying clinical procedures. The change process requires patience, support, and reinforcement of new behaviors. Lewin’s model highlights that change is not an instantaneous event but a process that involves ongoing effort to shift beliefs and habits (Burnes, 2019). During implementation of wireless nurse call systems, the staff needs comprehensive training, ongoing support, and opportunities to provide feedback, which can help to smooth the transition and reduce anxiety (Dugstad et al., 2020).

Stage 3: Refreezing

The final stage, refreezing, consolidates change and ensures its sustainability. This involves reinforcing new behaviors through policies, routines, and continuous support. In nursing, it means integrating new practices into routine care, fostering a culture of continuous improvement, and monitoring outcomes to prevent relapse into old habits. For instance, after successful deployment of WNCS, ongoing training and evaluation ensure that nurses remain proficient and confident in using the system, thereby stabilizing the change (Connelly, 2020).

Application of Lewin’s Model in Nursing Practice

Lewin’s model has broad applications in nursing beyond technological adaptation. It is instrumental in behavioral change models, such as helping patients cease smoking, adopt healthier lifestyles, or manage chronic conditions (Lockhart, 2015). Nurses can utilize the unfreeze stage by educating and motivating patients, creating awareness of the need for change. During the change phase, nurses support the adoption of new behaviors through counseling and environmental modifications. Finally, during refreezing, reinforcement, and follow-up help sustain the new behaviors, reducing relapse risks.

Overcoming Resistance to Change

Resistance in nursing contexts often arises from fear of failure, disruption of routines, or skepticism about change initiatives. Applying Lewin’s force field analysis—balancing driving and restraining forces—enables change agents to identify and address obstacles effectively. Strategies include transparent communication, involving staff in decision-making, and providing sufficient training and support (Burnes, 2019). Recognizing that resistance is a natural response, leaders should foster a participative culture where feedback is valued and concerns are addressed proactively.

Conclusion

Lewin’s three-stage change model offers a practical and dynamic way to manage change in nursing. By systematically unfreezing existing behaviors, guiding the transition, and reinforcing new practices, healthcare organizations can improve adaptation processes, maximize staff engagement, and ensure sustainable improvements. With ongoing technological advancements and evolving patient needs, understanding and applying this model can significantly enhance the effectiveness and resilience of nursing practices.

References

• Burnes, B. (2019). The Origins of Lewin’s Three-Step Model of Change. The Journal of Applied Behavioral Science, 56(1), 32-59.
• Connelly, M. (2020). The Kurt Lewin Model of Change.
• Dugstad, J., Sundling, V., Nilsen, E. R., & Eide, H. (2020). Nursing staff's evaluation of facilitators and barriers during implementation of wireless nurse call systems in residential care facilities. A cross-sectional study. BMC Health Services Research, 20(1), 163.
• Lockhart, L. (2015). The art of team building. Nursing Made Incredibly Easy!, 13(3), 51–52.
• Lewin, K. (1947). Frontiers in group dynamics. Human Relations, 1(2), 5–41.
• McGowan, P., & D'Amore, A. (2017). Managing change in healthcare organizations. Journal of Health Organization and Management, 31(2), 155–167.
• Hussain, M., & Umer, M. (2019). Resistance to organizational change: A literature review. Journal of Management & Organizational Behavior, 4(2), 102-115.
• Schaffer, R. H. (2004). The role of change management in healthcare. Healthcare Management Review, 29(5), 394-404.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science, 4, 67.