Week 4 Change Models Select One Of The Organizational Or Beh

Week 4 Change Modelsselect One Of The Organizational Or Behavioral Ch

Week 4: Change Models Select one of the organizational or behavioral change models which were used successfully for evidence-based practice change in healthcare for many years. Select one model or theory from the readings or lesson this week and: • List the steps or the components in the change model or theory. • Does the model or theory contain a component for appraising the evidence? • Does the model or theory contain a component for networking with the stakeholders during all phases of practice change? • Does the model contain components for identifying barriers and addressing barriers to implementation? APA Formate ( include DOI number for all journal articles ) I NEED A COMMENT FOR THIS POST WITH AT LEAST TWO PAGE ( 5-6 PARAGRAPH AND SOURCES NO LATER THAN FIVE YEARS References American Association of Colleges of Nursing. (2006). The essentials of doctoral education for advanced nursing practice. (Links to an external site.) White, K. M., Dudley-Brown, S., & Terhaar, M. F. (2016). Translation of evidence into nursing and health care (2nd ed.). Springer Publishing Company. · Chapter 3: Change Theory and Models: Framework for Translation

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In the realm of healthcare, implementing effective change is crucial to improving patient outcomes and ensuring evidence-based practices are adopted across clinical settings. Among the various models designed to facilitate change, the Lewin's Change Theory stands out as a foundational and widely used framework. This model emphasizes a structured three-step process: unfreezing, changing, and refreezing, which guides organizations through the phases of change management systematically. In the unfreezing stage, recognizing the need for change and preparing stakeholders, often by addressing resistance, is vital. The changing phase involves implementing new practices, policies, or procedures, while the refreezing solidifies these changes into the organizational culture to sustain improvements over time.

One critical component of Lewin's model is the appraisal of evidence during the change process. While the original theory does not explicitly specify evidence appraisal as a separate step, it inherently emphasizes the importance of assessment and understanding the necessity of change based on data and evidence. In practice, this relates closely to the first stage, where stakeholders evaluate current practices against the best available evidence before deciding to proceed with change initiatives. Additionally, Lewin’s model incorporates stakeholder engagement during all stages, especially during unfreezing and refreezing, recognizing the importance of networking and communication to foster buy-in and minimize resistance.

Addressing barriers is essential in effective change management, and Lewin's model advocates for identifying resistance and barriers during the unfreezing phase, allowing organizations to develop strategies to overcome obstacles in later stages. For instance, training and education are often employed to mitigate resistance, and ongoing communication helps maintain momentum. Stakeholder networking is implicit in Lewin’s approach, with the model emphasizing the importance of involving and communicating with stakeholders throughout all phases, thus fostering collaboration and shared understanding. This continuous engagement ensures that barriers are identified early, and tailored strategies are enacted to facilitate smoother transitions.

Alternatives such as the Kotter’s 8-Step Change Model build upon Lewin's foundation by providing more detailed steps for managing change, including creating urgency, forming powerful coalitions, and consolidating gains. These additional steps explicitly highlight stakeholder engagement and evidence appraisal, aligning with contemporary practice needs (White, Dudley-Brown, & Terhaar, 2016). Similarly, the Stetler Model emphasizes evidence-based decision making, including critical appraisal of research findings at each stage of implementation, further supporting effective change processes (American Association of Colleges of Nursing, 2006). These models collectively underscore that successful healthcare change requires robust evidence appraisal, stakeholder participation, and proactive barrier management.

References

• American Association of Colleges of Nursing. (2006). The essentials of doctoral education for advanced nursing practice.
• White, K. M., Dudley-Brown, S., & Terhaar, M. F. (2016). Translation of evidence into nursing and health care (2nd ed.). Springer Publishing Company.
• Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
• Grol, R., & Wensing, M. (2014). Implementing evidence-based practice in healthcare: A facilitation approach. Wiley-Blackwell.
• Melnyk, B. M., & Fineout-Overholt, E. (2018). Evidence-based practice in nursing & healthcare: A guide to best practice. Wolters Kluwer.
• Rycroft-Malone, J., et al. (2016). The role of context in the implementation of evidence-based practice. Implementation Science, 11(1), 130. doi:10.1186/s13012-016-0510-y
• Halter, M. J., et al. (2019). Leadership and management tools in healthcare. Elsevier.
• Cabana, M., et al. (2019). Strategies for translating evidence into practice. Medical Care Research and Review, 76(2), 123–135. doi:10.1177%2F1077558718774524
• Kirkland, J. (2020). Strategies for effective implementation of evidence-based practice. Journal of Nursing Administration, 50(8-9), 414-420. doi:10.1097/NNA.0000000000000904
• Hodges, C., & Hovlid, E. (2021). Managing change in health services: Operational strategies for success. Healthcare Management Review, 46(4), 277-285. doi:10.1097/HMR.0000000000000314