LDR 615 Benchmark-Change Initiative: Develop a Change Model
Grand Canyon University LDR 615 Benchmark-Change Initiative: Develop a Change Model-Step-By-Step Guide
This guide will demonstrate how to complete the LDR 615 Benchmark-Change Initiative: Develop a Change Model assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.
How to Research and Prepare for LDR 615 Benchmark-Change Initiative: Develop a Change Model
Whether one passes or fails an academic assignment such as the Grand Canyon University LDR 615 Benchmark-Change Initiative: Develop a Change Model depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.
After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.
How to Write the Introduction for LDR 615 Benchmark-Change Initiative: Develop a Change Model
The introduction for the Grand Canyon University LDR 615 Benchmark-Change Initiative: Develop a Change Model is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.
How to Write the Body for LDR 615 Benchmark-Change Initiative: Develop a Change Model
After the introduction, move into the main part of the LDR 615 Benchmark-Change Initiative: Develop a Change Model assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.
Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.
How to Write the Conclusion for LDR 615 Benchmark-Change Initiative: Develop a Change Model
After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.
How to Format the References List for LDR 615 Benchmark-Change Initiative: Develop a Change Model
The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.
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Sample Answer for LDR 615 Benchmark-Change Initiative: Develop a Change Model
The dynamism of the healthcare industry and the complexity of the same makes it inevitable for change to occur in healthcare settings. In order to effect change, healthcare organizations will adopt the usage of varied healthcare models as standalones or in combination. Mahmood (2018) observes that whereas numerous models of change exist, the healthcare field has only applied four of them namely Kotter’s Model, Lewin’s Model, Balanced Scorecard, and Gannt Charts. These change models play an effective role in reducing the rate of nurse turnovers such as the one witnessed at the University of Texas Medical Branch Medical-Surgical floor. The adoption of leadership strategies such as effective staffing ratios and enhanced interpersonal relationship based on the Lewin’s Model of Change at the University of Texas Medical Branch’s floor nursing will be foundational to the present paper. The Lewin’s Change Model entails the usage of freezing, change and unfreezing that will inform the current project.
According to Thomas (2018), organizational culture is defined as the various beliefs, values, assumptions, and interactive strategies contributing to an organization’s unique social and psychological environment. Positive working culture is developed when employees and employees share aligned values with each other and the organization. To ensure the success of organizational culture, the first step is for all employees and employers to clearly understand the organization’s values and the belief of the organization. Barriers caused by an organizational culture can cause nursing leaders to feel powerless, and one of those barriers is a negative environment. For example, having a facility or hospital poorly managed by administration personnel or having an administration team that does not communicate with front-line staff creates low workplace morale. When there is a negative environment created around front-line staff, there is a lack of production, increased call-outs, and high turnover rates. “Authority Is maintained centrally, reducing the effectiveness of front-line staff” (Jackson et al., 2021). Employees begin to feel excluded start to feel that the facility or hospital is not ensuring their beliefs and values stay aligned in the best interest of the patients.
Culture and Behavior at The University of Texas Medical Branch
The UTMB facility predominantly has a change management culture within its operations. The phenomenon has ensured that the facility constantly renews its capabilities, direction and structure so as to serve the dynamic needs of the internal and external driving forces that influence organizational success (Hussein et al., 2018). Moreover, the facility always favors the adoption of evidence-based practice to address some of the challenges facing healthcare including leadership issues such as the retention of nurses.
The UTMB facility also does not give priority to the status quo of the facility. Hussein et al. (2018) assert that the presence of status quo preference forms a bottleneck to the initiation and eventual implementation of change initiatives. Therefore, the presence of a contrary behavior at the UTMB facility makes it amenable to any change initiative regarding any issue that may be affecting the facility such as the high rate of nurse turnover at its floor area.
Freezing
Methods to Evaluate the Need for Change
The need for change as regards nurse retention and the leadership role at the UTMB will depend on a host of parameters. Both internal and external factors will play a crucial role in demonstrating that the leadership need to address the high rate of floor nursing staff turnover. Internal factors such as nurse burnout, failing quality indicators, increased patient readmission rates, and higher patient mortality indicate the impact of nurse turnover on the quality of services offered by the hospital. According to Halter et al. (2017), the presence of such internal factors play fundamental roles in determining the need for change. As a consequence, a need exists to address the issue of nurse turnover at the UTMB to ensure that the quality indicators as discussed above remain high.
External factors also reveal important information concerning the need for change in a healthcare facility. The UTMB hospital has registered failing patronage over the last couple of years due to the reduced internal quality factors discussed above. Further, statistics reveal that the rate of patient satisfaction has failed at the facility, which indicates the need to address the causative factors. Most importantly, the generation of revenue at the hospital has reduced by a fifth. Hughes (2017) argues that failing profits at a healthcare facility forms one of the most important indicators concerning the need for change. Thus, the fact that it coincides with the issue of increased nurse turnover implies that it has a direct impact on the same.
Choosing Individuals/Teams Necessary for Change
The evaluation of the need for change has revealed that the UTMB needs to formulate a team to oversee the change regarding
the issue of nurse turnovers. To this, end making a choice concerning change agents becomes an important facet of the change process. The individual that will oversee the change process will need to have certain aspects. Indeed, the success of any change process heavily depends on the workability and quality of the change agent and influential decision makers within a facility (Zbieg, Batorski, & Żak, 2016). As such, the change agents for the nurse turnover reduction initiative at the UTMB facility will need to have qualities that facilitate the above.
The nurse managers will play the frontline role in ensuring the implementation of the enhanced interpersonal relationship and reduced nurse-to-patient ratios. To achieve this objective, the managers will have to possess micro and macro-perspectives. Moreover, they should have the ability to respect eternal standards and own beliefs. The change agents will need proactivity to effectively induce the change. The change agents for the project will also need to have empathy for the floor nurses to implement the required measures appropriately (Kodama & Fukahori, 2017). A confluence of the characteristics necessary for the change agents or teams will ensure that interpersonal relationships and reduction of staff-to-nurse ratio interventions become effectively implemented at the UTMB.
Change
Communication Strategies
The effectiveness of a change initiative will depend on the type of communication adopted by an organization. Given that the objective entails creating an interpersonal relationship between the leaders and the nurses, UTMB will adopt an informal communication strategy. The usage of this strategy occurs so as to leverage on the informal social paths, connection, and dependencies to enhance interprofessional associations between nurses and the leadership of UMBT (Zbieg, Batorski, & Żak, 2016). Further, the decision to choose the informal communication receives inspiration from the fact that it acts as a reliable proxy for the roles that employees plan in a company.
Moreover, the UTMB will also adopt the formal communication strategies including to pass certain messages. The diffusion of the information to the entire company will occur based on cascade communication. The organization already prepared itself for widespread change concerning retention of floor nurses. As such, a group of managers will train a lower and larger cadre of employees, who in turn pass the information to their colleagues. Zbieg, Batorski, and Żak (2016) posit that the training on the organizational vision and value of the company and the important role that floor nurses play will make them feel valued and want to remain with UTMB.
Strategies to Gather Stakeholder Support and Overcome Resistance
The process of change occurs based on the support received from stakeholders. However, the complexities of certain change lead to the existence of stakeholder intransigence. The inclusion of stakeholders in change initiatives has numerous values such as feelings of common value, satisfaction, trust, and commitment (Pandi-Perumal et al., 2015). Making the floor nurses and their managers to feel needed forms one of the most important strategies that will make them support the project. Secondly, it becomes important to define the vision processes of the change that would see nurse the hospital leadership improve their interpersonal processes with the floor nurses. The explanations offered concerning the visions of the hospital and how the nurses influence that will make them feel valued hence offer support to the project.
The process of overcoming stakeholder resistance will also depend on explanations offered concerning the benefits of the process. The UTMB leadership will have to maintain a positive association with stakeholders and communicate with them throughout the entirety of the project (Pandi-Perumal et al., 2015). Further, undertaking continuous interactions with the stakeholders and answering their reservations will play a fundamental role.
Unfreezing
Implementation Strategies
The implementation of the proper interpersonal relationships will play an important role in ensuring that nurses become satisfied with their environment. The issue of nurse turnover rate occurs at the start of the nursing career when the leadership does not explain to nurses their roles and their impact on the quality of services. Thus, in order to improve the retention of nurses, the leadership of the floor nurses will conduct job—interviews with the nurses so as to create a positive impression (Lapeña-Moñux, Cibanal-Juan, Pedraz-Marcos, & Macía-Soler, 2014). Moreover, the nurse leaderships should create proper and effective interpersonal relationships with the floor nurses. Such an approach will allow the floor nurses at the UTMB to express their problems to the management and offer solutions as to how the leadership can address them. Therefore, the strategies lead to the existence of positive relational skills and attitudes, which lead to improved job satisfaction and reduced occupational stress.
Sustainability Strategies
The sustainability of a change initiative becomes important in the change initiative in healthcare. The very first step in the process entails the identification of the threats to a project at its start and when ready for execution. The UTMB will achieve above via the usage of The National Health Service Sustainability Model, which identifies the long-term excellence of the project (Silver et al., 2016). The identification will follow be followed by the adoption of tools such as process control boards, improvement hurdles, performance board and standard work. The UMBT will use the above tools to ensure the sustainability of the project.
The performance boards and process control form methodologies used to communicate the improvement outcomes to the leadership and staff. The standard work forms a visual or written outline of the contemporary best practices for the nurses’ floor roles and offers a framework to ensure that they follow positive practices in a consistent manner (Silver et al., 2016). The improvement hurdles on the other hand entails short, regular meetings between the staff and the leadership at UTMB that will anticipate issues, assess performance and then support an improvement culture of the existing relationships between them.
References
Mahmood, T. (2018). What models of change can be used to implement change in postgraduate medical education?. Advances in medical education and practice, 9, 175. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5865584/
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. Retrieved from https://scholar.google.com/scholar?hl=en&as_sdt=0%2C5&q=Kurt+Lewin%27s+change+model%3A+A+critical+review+of+the+role+of+leadership+and+employee+involvement+in+organizational+change&btnG=#d=gs_cit&u=%2Fscholar%3Fq%3Dinfo%3AegojmIvISB0J%3Ascholar.google.com%2F%26output%3Dcite%26scirp%3D0%26hl%3Den
Halter, M., Pelone, F., Boiko, O., Beighton, C., Harris, R., Gale, J., … & Drennan, V. (2017). Interventions to reduce adult nursing turnover: A systematic review of systematic reviews. The open nursing journal, 11, 108.
Hughes, V. (2017). Leadership strategies to promote nurse retention. Sci J Nurs Pract, 1(1), 1-5.
Zbieg, A., Batorski, D., & Żak, B. (2016). How to Select Change Agents in Organizations? A Comparison of the Classical and Network Approaches. Problemy Zarządzania, (4/2016 (64), t. 2), 120-143.
Kodama, Y., & Fukahori, H. (2017). Nurse managers’ attributes to promote change in their wards: a qualitative study. Nursing open, 4(4), 209–217. https://doi.org/10.1002/nop2.87
Pandi-Perumal, S. R., Akhter, S., Zizi, F., Jean-Louis, G., Ramasubramanian, C., Edward Freeman, R., & Narasimhan, M. (2015). Project stakeholder management in the clinical research environment: How to do it right. Frontiers in psychiatry, 6, 71.
Lapeña-Moñux, Y. R., Cibanal-Juan, L., Pedraz-Marcos, A., & Macía-Soler, M. (2014). Interpersonal relationships among hospital nurses and the use of communication skills. Texto & Contexto-Enfermagem, 23(3), 555-562.
Silver, S. A., McQuillan, R., Harel, Z., Weizman, A. V., Thomas, A., Nesrallah, G., … & Chertow, G. M. (2016). How to sustain change and support continuous quality improvement. Clinical Journal of the American Society of Nephrology, 11(5), 916-924.
Sample Answer 2 for LDR 615 Benchmark-Change Initiative: Develop a Change Model
Introduction
Majority of the organization have failed in executing change processes because they apply poor approaches to the process. Furthermore, understanding the change culture in an institution helps the change initiators to determine the best approach to the change process. Organizations where the leaders have no good relationship with their subjects struggle so much in executing the change initiatives. On the other hand, ion cases where the leaders are friendly and invite participations from their subjects, the change process and implementation occurs with much ease. The application of the change models vary from one setting to another; though, they all emphasize the need to communicate in time and convince the targeted audience to conceive the change. The current study will employ the Kotter’s change model in implementing a change in a healthcare institution.
Change Model
The Kotter’s change model is an eight step change process that address all the psychological and situational needs for change. The model is based on three main tenets including the creation of the change climate, engagement and enablement of the organization and implementation and sustenance of the change. According to Carman et al. (2019), the change model helps in identifying the errors made by the organization and eliminate all possible resistance likely to be encountered. The change process involves eight stages divided into three categories as outlined above. The most important stage is the communication since it aims at ensuring that all the stakeholders in the organization supports the vision and are ready to implement the change activities in their daily interactions.
Creating the Urgency
An organization must have factors influencing the change initiation. In most cases, the change may be influenced by the need to improve operational efficiency in the organization. Though, in some cases, the external force could also influence the process. Therefore, creating an environment where the stakeholders can realize the existing problems and how they impact their daily activities is important. Organizations can achieve this by creating communication forums where people can discuss the activities in the organization and what needs to be changed. It is estimated that about 75% of the organization leaders must identify the urgency for change for the process to be successful. In this case, regular meetings will be held to explore the key quality parameters in the organization and this will create the sense of ownership and need for change.
Formation of Power Coalition
An organization is made up of various units and so it may be difficult to implement a change process without coalition formation. Therefore, the change agent must identify individuals who can help spread the need for the change in the organization. Also, it involves building a range of skills and competencies that will help in ensuring that the change addresses all the organization’s needs. In this case, representatives from all the departments in the healthcare institution should be recruited in the coalition. According to Sartori et al. (2018), collaboration creates the environment for safety and transparency since all people can easily express their ideas and opinions. The coalition will ensure that all the participants bring their experiences and concerns so that they are integrated in the change process.
Choosing Individuals or Teams Necessary for a Change Initiative
The change team must understand the needs of the change and serve as agents for disseminating the change idea. In this case, the team will be comprised of the leaders from every department who will provide relevant change needs based on their departmental experiences. Furthermore, they will mobilize the support from the departmental staff and raise a strong team that will effectively facilitate the change process. Not all people are suitable for being part of the change team; therefore, the selection should be based on their experiences and willingness to contribute positively to the change process. People with different experiences can play an important role in enhancing diversity and bringing meaningful contributions into the change process.
Creating the Vision for Change
A change process must be guided by a vision. Vision defines what the organization wants to achieve after a given time. Creation of the vision helps in garnering enough support for the change process. The vision must be made clear to the stakeholders so that they have a reason why they should support the proposed change. In most cases, the subordinate members may not understand why a given change process is introduced. Therefore, a vision that is easy to understand should be created so that they do not struggle to conceptualize what the change is all about. Furthermore, creating the vision for change ensures that all activities undertaken in the change process are confined to the change objectives.
Communication of the Vision
After creating the vision, it must be communicated to all the stakeholders. The goal of any healthcare institution is to promote quality healthcare delivery; therefore, communication must be made to all the stakeholders on how the proposed change will help in achieving the vision. Built coalitions creates a suitable environment for disseminating the proposed change and making all the people aware of the change vision. Communication is not a one-time event, but rather, a continuous process. The goal of the communication is to ensure that the vision is spread to all the stakeholders in the organization and also recruit more people to support the change process.
Strategies to Gather Stakeholder Support and Overcome Resistance
Any change process must experience resistance; though, the level of resistance vary depending on how the leaders interact and communicate with the other stakeholders involved in the change process. High level of resistance is experienced where the communication process is not done accordingly. Alternatively, failing to engage the stakeholders in the change development means that many of them will not be willing to be part of it. As a result, it is important to identify and eliminate any possible obstacles likely to be encountered in implementing the change. Removing obstacles is important in strengthening the change initiative. Early identification of the obstacles will reduce the likelihood of timewasting in the change implementation process.
Creating Short-term Wins
The change process make take a long time; though, there must be short-term goals expected and which will be used to review and revise the change process. It may be discouraging when people later realize that their efforts were wasted and this why they must start witnessing the advantage of the change process early enough. In the healthcare setting, the healthcare providers ought to experience better working environment and improved ability to accomplish tasks following the change implementations (Haas et al., 2019). On the other hand, there are cases where the anticipated benefits may not be encouraging in the short-run considering that energy and input needed to implement it.
Building Change
According to Kotter, sustaining and cementing change results in long-term benefits from the change process. A good change should impact the organization’s performance positively and produce long-term benefits to the organization. In this case, constant evaluation needs to be done to establish the areas that needs to be adjusted to achieve the desired outcome. The change process must be flexible enough to incorporate new ideas that emerge and ensure that all the anticipated goals are achieved. The vision and the short-term goals creates the framework for evaluating the performance of the change and the need to adjust various aspects. Building changes involves making more reasonable and beneficial to the organization.
Anchoring Changes in Corporate Culture
Culture is the way things are done in an organization. Cultural values and practices vary from one organization to another. Over time, the cultures may have to be revised; though, this has never been a simple task. Therefore, the proposed changes should be incorporated into the daily activities of the organization. Considering that the people in the organization may be used to their status quo, it could take a long time before they become fully acquitted with the new practices. The leadership in the organization can instil the culture by making policies and recommendations (Rajan & Ganesan, 2017). The policies will encourage all the stakeholders to adopt the change and integrate it in their daily activities in the organization.
Communication Strategies
The selected communication strategy should be less costly and reliable. The change agents must be clear and honest in their communication with the employees and other stakeholders. Miscommunication could result in increased resistance to the change process and that is why the organization must develop the most appropriate strategy. The use of posters and emails will be the most appropriate change communication strategies. Furthermore, discussion forums will be created to allow the members of the organization to give their opinions and how they would like the change process to be conducted. The strategies will promote inclusivity and create the will in the members to participate in the change process.
Implementation Strategies
Change implementation is the most important stage in the change development. The Kotter’s model explains the various approaches to be used in developing the change and its implementation. The first step in the implementation is to mobilize the resources required for the process. The resources include both human and capital resources. Subsequently, the resources are deployed and relevant education given to the stakeholder so that they fully familiarize themselves with the change. Change could interrupt the normal activities of the various stakeholders; therefore, they must be trained on how to integrate the initiated activities in their daily operations and minimize interruptions. Piloting of the change is usually done to identify the suitability of the change to the existing systems within the organization.
Sustainability strategies
Sustaining the change process is significant in ensuring that the organization enjoys long-lasting benefits. Therefore, the change team must understand the nature of resistance to the change process and the possible contributing factors. This will help in the development of relevant counter-measures that will ensure that all the stakeholders are comfortable with the change. Not all resistance should be taken negatively; instead, the change agencies should gather relevant information that will ensure that all people are comfortable being part of the organization even with the introduction of change (Rajan & Ganesan, 2017). Furthermore, the stakeholders in the organization must constantly be reminded of the change and why they should fully participate in it. As outlined in the Kotter’s steps, regular communication and policy-making helps people to fully understand and assimilate the change in the organization.
Conclusion
A change can be challenging to implement and that is why applying proper theoretical model is necessary. Changes disrupt the people status quo in an organization and so, Kotter’s outline the need to first develop the urgency for change. The Kotter’s model is the most suitable change model because it aims at ensuring that all the stakeholders conceptualize the need for change. The change agencies spend little energy and effort in implementing and sustaining the change because all the stakeholders have full understanding of what the change is all about and the vision. Furthermore, the model emphasizes the need to have a proper communication strategy that will ensure that all people involved in the change process are aware of what they are doing.
References
ØCarman, A. L., Vanderpool, R. C., Stradtman, L. R., & Edmiston, E. A. (2019). A change-management approach to closing care gaps in a Federally qualified health center: A rural Kentucky case study. Preventing Chronic Disease, 16. https://doi.org/10.5888/pcd16.180589
ØSartori, R., Costantini, A., Ceschi, A., & Tommasi, F. (2018). How do you manage change in organizations? Training, development, innovation, and their relationships. Frontiers in Psychology, 9. https://doi.org/10.3389/fpsyg.2018.00313
ØRajan, R., & Ganesan, R. (2017). A critical analysis of John P. Kotter’s change management framework. Asian Journal of Research in Business Economics and Management, 7(7), 181. https://doi.org/10.5958/2249-7307.2017.00106.2
ØHaas, M., Munzer, B., Santen, S., Hopson, L., Haas, N., Overbeek, D., Peterson, W., Cranford, J., & Huang, R. (2019). #DidacticsRevolution: Applying Kotter’s 8-Step change management model to residency didactics. Western Journal of Emergency Medicine, 21(1), 65-70. https://doi.org/10.5811/westjem.2019.11.44510