Organizational Change
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470
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Health Science
Date
Nov 24, 2024
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docx
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Organizational Change
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Introduction
ACME medical center wants to implement a new electronic health record (EHR) system.
As the nurse manager for the orthopedic department, Dana expects different reactions to this
change from staff members. Lewin’s change management model provides the basis for
implementing this change in ACME. Based on this model, change occurs in three steps. The first
step is unfreezing, which involves creating awareness of how the status quo hinders the
organization’s ability to achieve its goals (
Burnes, 2020). The second stage is changing, which
involves implementing the change. The final stage is refreezing, which involves solidifying and
reinforcing the new state. The model can help DANA reduce and achieve success in
implementing the change in ACME.
How Dana Could Utilize the Theory
Dana can use Lewin’s change model to help reduce resistance among staff members.
Based on the theory, Dana would have to implement the new EHR system in three steps. In the
first step, she would address resistance among staff members by addressing the issues that hinder
the organization from achieving its goals and objectives. In this stage, employees would start to
develop new ways of thinking and behaviors. Additionally, Dana could use this stage to a
sensitive employee of the benefits that the organization would have for adopting the new
technology, reducing resistance to change.
Similarly, Dana would use this model to implement the new EHR system in the
organization. In this stage, she would implement the system and provide training for employees
to learn how to use the new technology. She would also provide support and communication to
employees to ensure they understand the importance of the news technology in performing their
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duties. Finally, Dana would develop effective strategies to ensure staff members maintain the
new behaviors and avoid reverting back to the old ways of doing things. She would use
acknowledgments and rewards to acknowledge individualized efforts and encourage employees
to use EHR while delivering care to their patients.
Activities Assigned to Employees
Diana could assign different activities to each member of the team. She would assign
Kevin RN and Nancy RN roles of sensitizing the other staff members to the importance of the
change. These RNs are enthusiastic about the change and are likely to bring a positive influence
on their colleagues. Dr. Philips is an experienced healthcare professional who understands the
importance of change in the healthcare system. Dana would assign him activities related to
training other staff members on the use of the technology. He can use his expertise and
experience in the industry to help other staff members develop competencies in using EHR.
On the other hand, Dana would assign Dr. Wilson roles that focus on facilitating seamless
communication among team members and addressing their concerns about the use of the new
technology. Staff members would be concerned about how the technology works and how it may
affect them. Dr. Wilson has demonstrated commitment to the department and could be
resourceful in helping Dana address employee concerns. Bob and Sherri and pessimistic when it
comes to change. As a result, Dana would assign them simple activities such as distributing
flyers to provide education on how the program works.
Unanticipated Problems
When unanticipated problems occur during the transition, staff members may reach out in
different ways. In Lewin’s change theory, employees are likely to resist the change process in the
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early stages if they do not understand why it is needed. Employees are less likely to adopt new
behaviors and maintain them if unexpected problems, such as power outages, occur. Employees
who are enthusiastic about the new technology, including Kevin and Nancy, are likely to support
the program regardless of this problem. They would continue to support its implementation
because they understand its importance in the organization.
Dr. Philips and Dr. Wilson are also likely to embrace the change despite the challenges
that it faces because they know the challenges that it aims to address. Based on Lewin’s change
theory, these staff members understand why the change is necessary. However, Bob and Sheri are
likely to resist the change when it faces unanticipated problems. They are likely to give reasons
why the change was not needed. Based on Lewin’s change theory, these staff members are not
aware of the importance of the change and why it is needed in the organization.
Conclusion
In conclusion, Lewin’s change management model provides the basis for implementing
this change in ACME. Dana can use this model to implement the change in phases and reduce
resistance among staff members. The first step can help employees to understand why the
organization needs to undergo the change reducing the likelihood of resistance (
Roşca, 2020).
When unanticipated problems occur during the change implementation, employees may react
differently. Those who do not understand why the change is needed are likely to resist it and
revert to the old ways of during things. Nevertheless, those who understand the need for change
can influence others to support it by educating them on its importance.
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References
Burnes, B. (2020). The origins of Lewin’s three-step model of change.
The Journal of Applied
Behavioral Science
,
56
(1), 32-59.
Roşca, V. I. (2020, July). Implications of Lewin’s field theory on social change. In
Proceedings
of the International Conference on Business Excellence
(Vol. 14, No. 1, pp. 617-625).