NUR-590 Benchmark – Evidence-Based Practice Proposal Project: Framework or Model for Change

The success of health organizations in the modern world relies largely on the implementation of transformative initiatives. Depending on the nature of an identified clinical problem or issue, particular interventions can be used to help solve the problems or reduce their occurrence rates. In most cases, the initiatives are implemented in the form of change initiatives (Nilsen et al.,2020). The changes aim at streamlining the existing systems and processes in an organization. Such initiatives can be driven by frameworks that offer a ground for implementation. Change models guide the strategies adopted in the change process. Therefore, the purpose of this paper is to explore a change that will be utilized in the project, its steps, and how they will be applied.

The Selected Model

The selected model that will guide the implementation of the evidence-based practice project is Kurt Lewin’s model of change. Lewin’s model is a psychological theory that organizations utilize to guide the change process. Lewin developed the model in the 1950s for use by leaders and managers to understand the process of change in the organization and influencing factors. According to him, management and leadership should engage in a range of activities for the change process to be successful. They include activity and commitment planning and the transformation of the existing organization’s structures (Wilson, 2019).

Lewin’s theory of change is applicable to my project because it entails behavioral change. The adopters of the proposed change should embrace behaviors that align with the change for its success. The model supports the implementation of change based on best practices. The focus on creating an enabling environment and preparing the adopters minimizes the potential of change failure, hence, the use of best practices in the process (Hidayat et al., 2020; Wilson, 2019). Therefore, its application to the proposed evidence-based practice is anticipated to yield sustainable outcomes.

Stages of the Model and their Application

Kurt Lewin proposed that change occurs in three steps. They include unfreezing, change, and refreezing. The change process must occur in these steps for it to be a success in an organization. Unfreezing is the first step of the change process in the model. It is characterized by preparing the adopters for the change process (Hussain et al.,2018). The change management team makes stakeholders understand the need for change by referring to the statistics of an increased rate of patient falls among hospitalized patients, which have been high. Such a step will be key in preparing every stakeholder for an impending change to help address the increased rates of patient falls. Effective communication is crucial in this stage to motivate the adopters to begin thinking and acting in ways that support the change (Harrison et al., 2021). Open communication will be encouraged to enable them to express their views and concerns about the change.

Change or transition is the second step in Lewin’s model of change. The targets of change have accepted the change in this phase and start embracing new ways of doing things. It is characterized by the implementation of change for the achievement of the set outcomes. Change management teams employ strategies such as open communication, teamwork, active involvement, coaching, mentorship, and providing feedback in this stage to ensure successful change implementation. Training is also offered to ensure the implementers have the desired competencies to support the change (Campbell et al., 2020; Wilson, 2019). This step of change is applicable to the proposed evidence-based practice project. At this point, the proposed intervention of automated fall detectors is implemented to help address the fall problem. The stakeholders are actively involved in the change process to promote their empowerment and project ownership. Feedback will be provided to ensure the elimination of potential threats to the change process.

The third step in the change model is refreezing. Stabilization of the desired change behaviors occurs in this step. The new intervention is accepted in the organization as part of the routine and the organization’s culture. The stakeholders become actively involved in identifying best practices that can sustain improved performance in the organization. Strategies such as rewarding performance, regular reviews and giving feedback, and establishing supportive policies and structures are crucial in this step (Hidayat et al., 2020; Teguh et al., 2019). The refreezing step is applicable to the proposed change. The adopters of change will have incorporated the desired behaviors into their routines. The use of automated fall detectors is accepted in the organization as part of the routine and the organization’s culture. As a result, re

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