Introduction:
The healthcare system is a constantly changing field. Change is a part of life and a part of change is learning how to cope with the new environment. Doctors, nurses, social workers, and managers are continuously educating themselves, staying updated on current events, attending seminars, learning about new technology, pharmaceutical breakthroughs and broadening their knowledge in their area of work. In this field, healthcare professionals have to be wiling to adapt and accept change. For the patients, it is the responsibility of healthcare providers to make the environment as stable as possible to accommodate patients well-being, however, the staff should be willing to accept an unpredictable environment. Sound Shore Medical Center located in New Rochelle, NY is currently going through many changes. On May 29, 2013 Sound Shore Medical Center filed for bankruptcy and was acquired and bought by Montefiore Medical Center.
Problem:
Due to several changes occurring following the bankruptcy, the nurses as well as the rest of the staff at Sound Shore Medical Center have to now abide to the new changes brought in by Montefiore. After interviewing the nurse manager on the Medical Surgical floor, she informed me how the nurses are tense about the new change. In early weeks of August 2013, she stated how 1,200 employees were laid off for various reasons such as budget cuts needed room to bring in new employees once Montefiore beings.
Lewin’s Change Theory:
Kurt Lewin’s theory is a 3-step model that focuses mainly on change management tactics for managing change in the workplace. (Kaminski, 2011) The three stages that are incorporated in Lewin’s theory are the unfreezing stage, which is where finding a method is ...
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...change is always occurring they play an important role.
Conclusion:
In any organization change plays a vital part in an environment such as in hospitals. A drastic change in an environment has shown to create a difficult and upsetting process for people to adapt to. The change of management and ownership from Sound Shore Medical Center to Montefiore Medical Center has brought many changes to everyone involved such as the physicians, nurses and to the community. Lewin’s Theory has shown to help alleviate the problems that rose from the change within 3 steps. The process will take awhile for the staff to get adjusted to and the higher authority will have to take more of a responsibility to make sure to show great leadership and management to accommodate to the needs of the staff and patients they are serving while the transition is occurring.
Kurt Lewin, a social psychologist developed this theory in the early 20th century. He was the first to recognize that change should be planned and not allowed to happen by chance or haphazardly. There are three stages of change according to Lewin’s theory.
This requires a structured approach to execute such plans. Mitchell (2013) identifies different types of change theories that can be utilized in an organization to affect changes. Such as (1) Levin change theory (1951) this comprise of unfreezing, moving and refreezing, (2) Roger change theory involves awareness, interest evaluation trial and Adoption, and (3) Lippitt’s theories. This theory is mostly used by nursing, it has four distinct stages; the assessment, planning, implementation and evaluation. The use of any of these theories is dependent of the type of leadership style and leaders, and the leaders have to evaluate their skill strengths and weaknesses prior to initiating changes in the organization. This is because skills are required aspects that have a great consequence on the change project outcome (Mitchell,
Also referred to as Lewin’s Force Field Analysis, the theory incorporates three separate stages known as unfreezing, moving and, freezing or refreezing (Bozak, 2003). The intention of the model is to identify factors that can impede change from occurring; influences that resist change sometimes called restraining or ‘static forces’ and forces that promote or drive change, referred to as ‘driving forces’. When health care organizations fully understand what behaviors drive or oppose change, then work to strengthen the positive driving forces, change can occur successfully (Bozak,
Podmoroff (n.d.) describes “When you manage change effectively, you can move your organization into the new "business as usual" state swiftly, and you'll find that other people are quick to accept change”. Change management is frequently directed by a powerful change management model; this provides people with a foundation that can be used to comprehend the process and what is expected of them (Connelly, n.d.). Kurt Lewin’s theory...
Hall, G. E., & Hord, S. M. (2011). Implementing change: Patterns, principles, and potholes (3rd ed.). Pearson.
Change is inevitable and bound to happen in all aspects of life including business. Although change is important in an organization, it can also be seen as a strength and weakness. Effective leadership is about mastering change. One must be willing to change in order to grow and be successful. This paper will compare and contrast Kotter and Kurt Lewin step in their change management models. Furthermore, it will elaborate on the concepts and explain whether these methods can be used at the same time. In addition, this paper will include a Christian worldview of the information discussed and how it relates to the change management models.
He suggested that the change procedure could be partitioned into three stages, which is unfreezing, changing, and refreezing (Kinicki, 2015). In the unfreezing stage, individuals come to understand that the old methods for doing things are no more satisfactory. This acknowledgment may happen as an aftereffect of a conspicuous emergency, or it might come about because of a push to depict dangers or opportunities that were not obvious to a great many people in the association. In the evolving stage, individuals search for better approaches for doing things and select a promising methodology. In the refreezing stage, the new approach is actualized and it gets to be set up. Lewins ' Force Field examination is an extraordinary system that helps the firm in change administration. The operational arrangement that directors may use to apply and utilize the model to help in the change procedure is as per the following. The first step consists of recognising the strengths that backs up the change and the powers that opposes the change. According to (Cheng & Petrovic-Lazarevic, 2005) the imperviousness to change is regularly comprehended from the administration point of view as an apparent conduct of association 's individuals who decline to
Oakland, S.J. and S.J. Tanner. A new framework for managing change . 2007. http://www.emeraldinsight.com/Insight/ViewContentServlet?Filename=Published/EmeraldFullTextArticle/Articles/1060190604.html. 04 March 2014.
Many healthcare organizations apply Kurt Lewin's theory related to change and patterns of resistance to change. There are 3 steps to understand human behavior by Kurt Lewin's theory. First, Unfreezing Stage and then moving state, the last one is Refreezing Stage.
Due to WellStar being a multi facility health system, its organizational design is constantly being reviewed for simpler and more efficient processes. WellStar’s two smallest hospitals, WellStar Paulding and WellStar Douglas, previously under went reconstruction with regards to their hierarchical structure in Patient Access Services (PAS). WellStar Paulding, the smallest facility of the five hospitals, renovated their managerial chain of command in PAS. WellStar Paulding’s patient volume is less than half in comparison to the 4 additional hospitals. As a result, their staff is smaller and only requires minimal supervision. In the past WellStar Administrators requested supervisors for every department, a manager of the entire department, and a director that managed PAS’ management directly and PAS staff indirectly. Recent cuts ...
In 1999 the change in the management style was more inclined to “redesign” and “cost cutting”. Peck defines redesign as the “fundamental rethinking and radical design change of patient care delivery process to achieve dramatic improvements in measure of performance such as quality, service, and speed.”(1) Manager who was a very well know person within the supporting stuff and carries a good understanding with the support staff was the focus in this change.
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
Change usually comes with resistance in any workplace because change disrupts the employees’ sense of safety and control (Lewis, 2012). Kurt Lewin (1951) created a three step process for assisting employees with organizational Change (Lewis, 2012). The three stages are Unfreeze, Change and Refreeze. These are the steps to a smooth transition for change within organizations. Further, these steps are not possible without good communication from upper Management through line staff. Communication was consistently listed as an issue in surveys conducted by the department.
A theoretical framework provides guidance as a project evolves. The end results will determine whether the knowledge learned from implementing a project should create a change in practice (Sinclair, 2007). In this project is relied on the Kurt Lewin’s Change Theory. Burnes (2004) states that despite the fact that Lewin built up this three-step model more than 60 years prior, it keeps on being a commonly referred framework to support effective change projects. The three steps are unfreezing, moving and refreezing. Lewin decided in Step 1, unfreezing, that human conduct is held in balance by driving and limiting powers. He trusted this equilibrium should be disrupted with the end goal for change to happen (Burnes, 2004). Step 2 or moving, includes learning. Learning incorporates knowledge of what the conceivable alternatives are and proceeding onward from past practices to new practices which will...
Lewin’s Change Management Model has been around for a long time. According to Middaugh and Grissom (2012) Lewin’s change management model’s development started in the 1940’s and considered one of the best models for organizational change. The use of a change model is to understand change and what in the organization is in need of change. One of the reason’s this model is still used is because of the simplicity of it.