The Lewin change model comprises of three primary stages, namely unfreezing, changing, and refreezing. According to the Current Nursing Web page, the unfreezing process involves formulating a method that makes it possible for workers to abandon a counterproductive pattern. The stage is a necessity to reduce instances of group conformity and resistance to change. Organizations acquire unfreezing using three methods as follows. The first method requires an increase in the forces that influence behavioral changes from the status quo. The second method involves a decrease in the resistance forces that have adverse effects on the movement from the status quo. Finally, one could use a combination of the two methods (Current Nursing, 2013).
Current nursing (2013) asserts that the changing stage is a movement from present to future patterns. It involves a change in feelings, behavior, and thoughts for a liberating and productive pattern. The last stage would include the establishment of the changes as an organizational habit. In this case, the new pattern becomes the standard procedure for all members. The absence of this stage would mean a failure to improve the qualities of service delivery (Current Nursing, 2013).
Now, the case scenario presents an emergency situation where a system fails due to miscommunication in the patient’s surgery care plan. According to Silow-Carroll, Alteras, and Meyer (2007), this failure leads to a delayed process, in this case, surgery, hence forming a primary cause of malpractice and error. Therefore, there is a need for the hospital to develop a strategic plan to aid in the achievement of adequate results. The recommended strategy includes three changes as follows. First, the facility requires a structural and organizational change in three dimensions. These include the establishment of a quality control committee, nurse empowerment, and investment in appropriate communication infrastructure. These changes best links to the unfreezing stage of the Lewin’s model. These three elements are the key drivers that monitor, implement, and push for an increase in operational efficiency (Silow-Carroll et al., 2007).
Second, there is a need for a radical problem-solving process that involves a multidisciplinary approach to care delivery. As associated with Lewin’s model, such approaches aid in the extent to which all staff members collaborate in studying new processes, developing treatment plans, and acting towards accountability. Their primary goal should always aim at utilizing available knowledge to facilitate service delivery. The final change targets the introduction of new practices and protocols. The ideal focus here is to maintain adequacy in service delivery through the newly attained evidence-based procedures, error-mitigation technologies, flow management, and clinical pathways. Such aspects also look at enhancements in communication and reduction in procedural errors for quality patient care practices (Ramanujam, Keyser, & Sirio, 2015).
The following are the two proposed causes of action. First, individuals would have to break tasks into smaller units and further arrange them in order of priority. Ramanujam et al. (2015) note that every physician here will have an equal say in brainstorming and formulation of a list of activities for a predetermined period. Task simplification serves as a focus on manageable sections of a large project in a step-wise manner. Second, it would be vital to delegate responsibility among different stakeholders based on competence. The idea behind this action is that supervisors and administrators do not have to perform all the tasks. Instead, it considers the notion that staff nurses can take care of some tasks without much supervision. This process helps reduce unnecessary stress and miscommunication as seen in the scenario (Ramanujam et al., 2015).
Finally, the administration should utilize the following steps to help reinforce the recommended changes. First, it should ensure that all departmental heads integrate the changes within their scope of duty. As Ramanujam et al. (2015) suggest, the idea is that departments are the smallest units through which employees can help each other adapt to new patterns. Indeed, they not only have a similar performance level but also work on similar tasks. Second, supervisors should cultivate the spirit of accountability among employees. Ramanujam et al. (2015) assert that accountable individuals have a way of measuring their success based on the extent to which they helped achieve a desirable goal. Their level of responsibility would result in positive changes in proficiency and productivity. Lastly, it is vital that the facility celebrates change. They could do so through on and off-site recognition as a way of connecting achievement to change (Ramanujam et al., 2015).
References
Current Nursing. (2013, September 9). Change Theory: Kurt Lewin. Retrieved from Current Nursing : http://currentnursing.com/nursing_theory/change_theory.html
Ramanujam, R., Keyser, D., & Sirio, C. (2015). Making a Case for Organizational Change in Patient Safety Initiatives . Retrieved from Agency for Healthcare Research and Quality: http://www.ahrq.gov/downloads/pub/advances/vol2/ramanujam.pdf
Silow-Carroll, S., Alteras, T., & Meyer, J. (2007). Hospital Quality Improvement: Strategies and lessons from U.S hospitals. New York, NY: The Common Wealth Fund.
