Models For Change
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Models For Change
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Besides effective communication, how could a leader effectively use Lewin’s change model to obtain staff buy-in to ensure the change’s implementation? What if the staff is reluctant to change? How would a leader implement this model?
Healthcare organizations use Lewin’s change model to comprehend human behaviors related to change as well as patterns of resistance to change (Sutherland, 2013). Therefore to obtain buy-in and successfully implement intended change, leaders use Lewin’s model to identify factors that might hinder change. Those factors that oppose change are known as restraining forces, while factors that propel change are known as driving forces (Cummings, Bridgman & Brown, 2016).
For that reason, leaders can use Lewin’s model to recognize behaviors that oppose or drive change and work to reinforce the positive driving forces. In this perspective, leaders can obtain buy-in and successfully implement change. However, the staff can be reluctant to change; thus, leaders can focus on the unique phases of the model, such as unfreezing, change, and freezing (Sutherland, 2013).
Models For Change
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In the freezing phase, leaders should focus on recognizing the challenges whilst developing strategies to reinforce the driving forces and reduce the restraining forces. Essentially, the unfreezing stage enables leaders to identify the main players affected by the intended change, share ideas, and enlist restraining and driving forces that could impact the project (Cummings, Bridgman & Brown, 2016).
This attempt allows leaders to engage the involved parties to accentuate the driving forces actively. According to Sutherland (2013), the change phase presents leaders with an opportunity to equalize opposing forces to change, allowing driving forces to support the intended change. After the intended change has occurred, leaders can use the freezing stage to assess the stability of change and its effectiveness across the organization. By and large, leaders can follow the three phases of Lewin’s model to reduce staff resistance to change by adhering to a well-thought-out plan and active engagement in the change process.
Models For Change
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References
Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human Relations, 69(1), 33-60. https://doi.org/10.1177/0018726715577707
Sutherland, K. (2013). Applying Lewin’s change management theory to the implementation of bar-coded medication administration. Canadian Journal of Nursing Informatics, 8(1-2). Retrieved from http://cjni.net/journal/?p=2888
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