Benchmark – Evidence-Based Practice Proposal Project: Framework or Model for Change
NUR-590 Benchmark – Evidence-Based Practice Proposal Project: Framework or Model for Change
Benchmark Evidence Based Practice Proposal Project Framework or Model for Change
Change Model
The successful implementation of the project aiming at meeting the care needs of patients with alcohol use disorder is a change initiative in itself. The stakeholders involved in the process should utilize a change model to guide the implementation process of the change initiatives. Change models provide insights into the practices that should be utilized to ensure the desired outcomes are achieved. Therefore, the purpose of this paper is to explore the change model that will be used to guide the implementation of the proposed project.
Selected Model
The implementation of the proposed project will be guided by the trans-theoretical model of change. The trans-theoretical model of change explores the ways in which people make decisions to change their behaviors. The model provides systematic approaches that can be utilized in healthcare to achieve sustainable change. It provides insights into the critical determinants of change that influence organizational success and performance. The trans-theoretical model is applicable to the proposed project because it provides insights into the ways in which the desired behavioral change to support the initiative can be introduced in the organization (Cavaiola & Smith, 2020). It also provides information on the ways in which the stakeholders can assess the effectiveness of the project in achieving its objectives.
Stages of the Model and Application to the Project
The trans-theoretical model of behavioral change shows that change occurs in a series of phases. The different phases of change as seen in the model include pre-contemplation, contemplation, preparation, action, maintenance and termination. The stages of change are applicable to the proposed project. The pre-contemplation phase is the first stage where the adopters of a proposed change do not intent to take any change to improve their performance or change their current situation. They are not informed about the ways in which their current behaviors are harmful to others and them. The applicability of this stage to the project is that nurses and other healthcare providers will not be aware of the need for behavioral approaches for patients with alcohol use disorder (Gellman & Turner, 2019). As a result, they do not show any intentions to change their behaviors to ensure that they can improve the health outcomes of the patients affected by the disorder.
The second stage in the trans-theoretical model is contemplation. The adopters become aware of the need for change in their routines in this step. They demonstrate willingness to embrace change by exploring the ways in which their status quo can be improved. Contemplation stage is applicable to the model, as the nurses are willing to adopt interventions that will improve the health outcomes of patients with alcohol use disorder (Anisman, 2021). Nurses explore the ways in which behavioral interventions and car coordination will improve the withdrawal symptoms in patients with alcohol use disorder.
Preparation is the third step in the trans-theoretical model. Preparation is characterized by the individuals targeted by the change
Benchmark – Evidence-Based Practice Proposal Project: Framework or Model for Change
being ready to implement actions that would lead to a change in their behaviors. They engage in activities that would enable them to achieve the ultimate aim of behavioral change. The applicability of this step to the proposed project is that the nurses will be ready to provide behavioral interventions to improve withdrawal symptoms in patients with alcohol use disorder (Miller, 2020). They implement the initiatives that are needed to ensure the desired change in treatment outcomes among patients with substance use disorder.
The fourth step in the trans-theoretical model is action. Action is the process whereby the adopters of the change have begun adopting interventions that would ensure behavioral change. As a result, they have the motivation to continue improving their behaviors by incorporating behaviors that will contribute to further improved outcomes. The applicability of this stage to the project is that nurses would have determined the benefits of care coordination and the use of behavioral interventions in improving withdrawal symptoms and those associated with alcohol use disorder (Hagger et al., 2020). Nurses are therefore motivated to explore the different ways in which the behavioral change can be sustained.
Maintenance is the other stage in the trans-theoretical model. The individuals targeted by change in this step have incorporated the new changes into their daily routines. The focus is now placed on ensuring that relapse to earlier behaviors is prevented. They also work towards ensuring that their organization supports the change initiatives that were implemented to improve the care outcomes. The applicability of this stage to the project is that nurses would have incorporated the new behavioral interventions and care coordination into their daily routines in caring patients with alcohol use disorder. The focus is on ensuring that the use of earlier interventions of patient care are not utilized anymore in the institution. Termination is the last stage where the desired behavioral change has been achieved (Miller, 2020). Nurses working in the psychiatric unit have embraced change interventions into their organizational culture. Therefore, the focus is on exploring new ways in which the change can be improved further.
Concept Map
Conclusion
In conclusion, the trans-theoretical model will guide the implementation of the proposed change initiative. The model is applicable, as it provides comprehensive guidance on the ways in which the desired change can be achieved in patient care. The model will also provide insights into the ways in which sustained change can be achieved in healthcare. Therefore, its effective use is anticipated to result in enhanced organizational benefits.
References
Anisman, H. (2021). Health Psychology: A Biopsychosocial Approach. SAGE.
Cavaiola, A. A., & Smith, M. (2020). A Comprehensive Guide to Addiction Theory and Counseling Techniques. Taylor & Francis Group.
Gellman, M. D., & Turner, J. R. (2019). Encyclopedia of Behavioral Medicine. Springer New York.
Hagger, M. S., Cameron, L. D., Hamilton, K., Hankonen, N., & Lintunen, T. (2020). The Handbook of Behavior Change. Cambridge University Press.
Miller, G. (2020). Learning the Language of Addiction Counseling. John Wiley & Sons.
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, rewards, positive reinforcements, and aligning the change with their daily routines will be encouraged for sustained change.
Conclusion
Change frameworks or models are important in implementing proposed change in the healthcare environment. Such models provide frameworks upon which the stages of proposed change can be implemented. The proposed change model for the project is Lewin’s model of change. The model will facilitate sustained change in the organization. The theory proposed change to occur in steps that include unfreezing, change, and refreezing. These steps are applicable to the proposed evidence-based practice project. Strategies to sustain positive outcomes with the change will be explored.
References
Campbell, A. R., Layne, D., Scott, E., & Wei, H. (2020). Interventions to promote teamwork, delegation and communication among registered nurses and nursing assistants: An integrative review. Journal of Nursing Management, 28(7), 1465–1472. https://doi.org/10.1111/jonm.13083
Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where Do Models for Change Management, Improvement and Implementation Meet? A Systematic Review of the Applications of Change Management Models in Healthcare. Journal of Healthcare Leadership, 13, 85–108. https://doi.org/10.2147/JHL.S289176
Hidayat, A. T., Hariyati, R. T. S. H. S., & Muhaeriwati, T. M. (2020). Applicability of Lewin’s Change Management Model for Optimization Management Function in Nursing Delegation between Head Nurse and Team Leader: A Mini Project in Jakarta Military Hospital. International Journal of Nursing and Health Services (IJNHS), 3(4), 471-478.https://doi.org/10.35654/ijnhs.v2i2.136
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. https://doi.org/10.1016/j.jik.2016.07.002
Nilsen, P., Seing, I., Ericsson, C., Birken, S. A., & Schildmeijer, K. (2020). Characteristics of successful changes in health care organizations: an interview study with physicians, registered nurses, and assistant nurses. BMC Health Services Research, 20, 1-8. https://doi.org/10.1186/s12913-020-4999-8
Wilson, F. (2019). Impact of a Change in the Assistant Nurse Manager Model on Satisfaction and Work Engagement. DNP Projects. https://uknowledge.uky.edu/dnp_etds/279