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Assignment Two: A Business Case for Change


Nursing evolves with medical research, technology, and patient requirements. Change is continual in the drive for better patient care and results. This business strategy for change addresses the need for nurse transformation in a district hospital. This change leadership idea was chosen because the nursing profession faces many challenges, including rising patient acuity, nurse shortages, changing demographics, and the demand for more patient-centred and technologically integrated care. As a result, the company must foster a culture of change where every nursing team member values recognizing, promoting, and managing change. The goal of this proactive method is to improve patient care, nurse work satisfaction, and the healthcare system as a whole. District Hospital serves a varied patient population of varying ages, ethnicities, and medical requirements. The healthcare staff is dedicated yet stressed by a challenging atmosphere. It includes nurses of diverse experience, abilities, and education. Higher patient satisfaction, efficiency, and a workplace that supports nursing staff well-being and professional progress indicate the need for change. This business case for change explains why transformation is necessary and outlines the change project’s goal.

The objective is for a nursing department that provides high-quality, patient-centred care that adapts and develops to be at the forefront of healthcare. It envisions every nurse empowered to contribute to this transition and with the knowledge and skills to succeed. Our change endeavour will follow Kurt Lewin’s Change Management Model. The nursing sector needs seamless practice and cultural shifts, and this model’s three-step process of unfreezing, changing, and refreezing works flawlessly. Change seldom comes easily. District Hospital’s patient-focused culture may resist change in practice and philosophy. We must identify and address these change resistors in our change strategy. The transformation strategy improves patient outcomes, nurse satisfaction, efficiency, and competitiveness in the changing healthcare sector.

Setting for the Change Project

District Hospital is a healthcare leader in a busy metropolis, providing high-quality treatment to a varied patient population. This hospital is fictional, but its traits reflect those of many healthcare organizations and are designed to represent the real-world obstacles and possibilities in healthcare. As a general acute-care hospital, District Hospital offers several services. This reform initiative focuses on emergency care, surgery, internal medicine, paediatrics, and a strong nursing department. The hospital aims to offer compassionate, high-quality treatment to all patients, emphasizing physical, emotional, and psychological well-being. The hospital has around 400 beds and serves urban and suburban populations. District Hospital employs nurses of various experience, education, and expertise. The reform effort will centre on this diversified nursing workforce. District Hospital is known for its sensitive patient care.

While admirable, this culture has been linked to change resistance. Internal change has been slow and typically driven by external factors like regulatory restrictions or medical technology breakthroughs. The hospital’s administration must aggressively promote change and innovation, especially in the nursing department, to remain a healthcare leader. This organization’s strength is its devotion to patient care, but its difficulty is adjusting to a changing healthcare environment. The necessity for this transformation initiative stems from the realization that the status quo, however traditional, cannot fulfil the changing needs of healthcare delivery. District Hospital’s business argument for reform is presented in this context. The transformation project envisions a nursing department that provides high-quality, patient-centred care and responds to the quickly changing healthcare environment. This vision envisions a department where every nurse is a change agent improving healthcare procedures. It equips nurses with the information, skills, and resources to succeed and shape healthcare delivery.

The change project will use Kurt Lewin’s Change Management Model, known for its success in organizational transformation, to realize this aim. The model’s three-step process of unfreezing, changing, and refreezing fits the nursing field’s requirement for seamless practice and cultural shifts. By rigorously engaging every nursing department member and gradually introducing new practices and attitudes, the initiative hopes to overcome organizational resistance to change. Addressing District Hospital’s change resistors is crucial, given its patient-focused culture. Employees who prefer the status quo, fear disturbance, or doubt change may oppose change. Identifying and knowing these people and their issues can help lessen opposition and ensure all organization members accept the planned changes.

The transformation plan has several advantages that support the District Hospital’s purpose and goals. It offers better patient outcomes via best practices and patient-centred care first. As nurses drive change, they may better meet patients’ needs, improving satisfaction and health outcomes. This improves the hospital’s reputation and competitiveness in healthcare. The reform plan also covers the nursing staff’s well-being. It wants nurses to feel appreciated, empowered, and supported in their careers. The strategy helps people and the organization retain talented and experienced nurses by providing education, skill development, and career promotion. District Hospital, a hypothetical but typical healthcare institution, hosts the transformation initiative. A big, dedicated healthcare centre with a diversified patient population and nursing staff, it is. The change project uses Lewin’s Change Management Model to foster creativity and change in the nursing department to fulfil contemporary healthcare expectations. While grounded in patient care, this change effort tackles possible change resistors and pledges that the District Hospital’s nursing department will focus on patient-centred care, nurse empowerment, and flexibility.

A Case for Change

Healthcare is constantly changing and needs it. The nursing sector has several obstacles, from an ageing population with complicated healthcare demands to technological advances that change care delivery (Fulmer et al., 2021). This change business case addresses a significant problem facing healthcare facilities like our fictitious District Hospital: the need for higher-quality, patient-centred care and the nursing department’s transition. The growing demand for healthcare professionals to improve patient outcomes and experiences makes this transformation initiative relevant. Patients now want effective medical care, considering their requirements, preferences, and values. Failure to achieve these expectations might cost the institution income and reputation as unsatisfied patients seek treatment elsewhere (Fulmer et al., 2021). Healthcare reimbursement is also becoming value-based, depending on care quality. For financial survival, District Hospital is motivated to enhance treatment quality.

Equally daunting is the challenge; the nursing department, the backbone of patient care, shapes patient experience and clinical results. However, personnel shortages, a high-stress work environment, and the need to adapt to changing medical practices and technology put nurses under strain. These variables may overburden staff and impair care. With rising nurse shortages, maximizing nursing labour capacity and efficiency is crucial. This modification initiative significantly impacts district Hospital performance. It claims to improve patient outcomes by enhancing treatment quality and patient-centeredness. Patients get more efficient, effective, and individualized treatment when nurses have the skills, expertise, and support to use new, evidence-based practices (Haddad et al., 2023). The hospital’s success is affected by patient satisfaction and clinical results, which ensure repeat business, attract new patients, and preserve its competitive edge. Hospital operational efficiency may increase with this transformation initiative. As nurses champion positive change, they may improve systems, minimize mistakes, and optimize resource allocation. District Hospital can better react to changes in healthcare legislation and technology by establishing a culture of innovation, keeping it at the forefront of healthcare practices.

The change initiative envisions multidimensional transformation. It imagines a nursing department where every nurse is a change agent and caregiver. Nurses will be encouraged to innovate, adapt, and enhance healthcare. They will learn to succeed in their jobs, boosting work happiness and professional fulfilment. The reform initiative envisions an interdisciplinary nursing department that divides divisions to deliver holistic, patient-centered care (Figueroa et al., 2019). This revamped nursing department will improve patient care by streamlining communication and teamwork. The nursing team will use the newest technology and evidence-based methods to provide practical, personalized care to each patient. District Hospital will attract patients and outstanding nurses with its unique patient care. In addition, the transformation initiative envisions a culture that embraces change. Organizational change resistors will become change advocates contributing to care delivery improvement. Nurses become change agents in their professional communities, sharing best practices and shaping healthcare on a bigger scale (Booth et al., 2021). Change at District Hospital’s nursing department is essential. Faced with changing healthcare demands, higher-quality, patient-centered care needs proactive and comprehensive solutions. The change project aims for the nursing department to reform, improving patient outcomes, operational efficiency, and innovative culture. This reform effort might impact healthcare outside the District Hospital.

Recognizing the complexity of healthcare concerns, especially nursing difficulties, is vital. Healthcare delivery must be transformed from the inside out. Let us examine some key factors that demonstrate the need for nursing department restructuring. Modern patients are knowledgeable, empowered customers, not just healthcare users. Patients demand more from their doctors due to online health information and rights knowledge (Figueroa et al., 2019). Outside of successful medical treatment, people want customized, empathetic care that respects their beliefs and choices. Dissatisfied patients may hurt an institution’s reputation, patient retention, and finances (Nilsen et al., 2020). Value-based healthcare payment models have added to the need for reform. Quality of treatment and patient outcomes are increasingly being assessed alongside hospital volume. Provide efficient, high-quality care to be reimbursed. Thus, healthcare organizations are motivated to enhance services and patient happiness.

Healthcare demand is rising due to an ageing population. This demographic transition increases chronic illnesses and comorbidities, complicating healthcare. Nurses should continue learning to treat more ailments. Nursing shortages plague the healthcare business (Nilsen et al., 2020). This shortfall worsens when experienced nurses retire, and healthcare demand rises. Staffing shortages overwork nurses, raise stress and cause burnout. To solve these shortfalls, healthcare companies must optimize nurse labour capacity and productivity. Rapid technological advances in healthcare are changing care delivery. Electronic health records, telemedicine, wearable health devices, and data analytics are changing healthcare. To deliver efficient and effective treatment, nurses must adapt and use these technologies.

Change Model

Kurt Lewin’s Change Management Model will help us reform District Hospital’s nursing department. This methodology fits our change project well and supports our goal of creating a culture of change and creativity in the nursing department. Early 20th-century psychologist Kurt Lewin created this transformation model (Burnes, 2020). His work inspired modern change management. The Lewin’s Change Management Model has three stages: unfreezing, altering, and refreezing. Let us examine each step and why this strategy is best for our transformation project.

1. Unfreezing:

Lewin’s methodology begins with unfreezing and preparing the business or people for change. This stage disrupts the status quo and weakens its maintainers. Unfreezing is essential for psychological shift preparedness. Change is necessary for development and flexibility; thus, individuals and organizations must accept it (Adam, 2022). This stage captures the District Hospital’s culture and difficulties. The company opposes change due to its long history of patient care and devotion to current procedures. Unfreezing takes breaking through a deeply embedded attitude that may resist change.

2. Changing:

The shifting stage is the change process. New habits, methods, and practices were adopted during this period. In this stage, the change project’s tactics are executed, and the company or people adopt new practices. Communication, support, and a commitment to integrating the change into the organization’s everyday operations are needed (Adam, 2022). Our change project goal is for the nursing department to drive change at this level. Nurses can use creative and evidence-based care, reflecting Lewin’s model’s evolution. Create a new nursing paradigm based on patient-centred care, multidisciplinary teamwork, and innovation.

3. Refreezing:

Lewin’s paradigm concludes with refreezing when new habits and practices become the norm. This stage stabilizes the change and cements it in the organization’s culture. New practices are reinforced via acknowledgement, prizes, and continuous assistance (Burnes, 2020). District Hospital needs refreezing to sustain transformation. The nursing department can guarantee a permanent transition by fostering innovation and valuing change.

Lewin’s transformation Management Model is ideal for District Hospital’s transformation project for several reasons. This strategy fits our change, which entails changing the nursing department’s culture to be patient-centred and creative (Burnes, 2020). To integrate this change within the organization, it must be gradual and methodical. Lewin’s three-stage paradigm is suitable for this. A step-by-step plan is necessary to transform successful and lasting (Burnes, 2020). This approach can address District Hospital’s culture of change resistance, another justification for picking it. Lewin’s unfreezing stage weakens status quo pressures to prepare the organization and people for change. In a hospital setting where tradition and established norms rule, this feature is crucial. Recognizing and overcoming opposition increases the chance of a successful shift transition, fostering innovation and patient-centred care. The human aspect is vital to our transformation initiative. Changing nursing department practices and attitudes requires psychological and cultural changes and new processes. Lewin’s approach recognizes the necessity to train nurses for the change. Individuals must be willing to adopt new methods and ideas. Our project’s goals match Lewin’s model’s complete approach to psychological transformation.

Another reason Lewin’s technique is suitable is the constant assistance needed for transformation. The paradigm emphasizes continual communication, support, and reinforcement throughout altering and refreezing. This focus is vital in the complicated and ever-changing healthcare business. Healthcare personnel require continuing assistance to keep up with best practices and technology. Using this strategy, we ensure that nurses have the support they need to succeed in their changing responsibilities. Lewin’s Change Management Model matches our change project goal. The methodology helps us unfreeze the culture, guide the nursing department through the change period, and refreeze an innovative, patient-centred culture. It guides the District Hospital toward its goals. The model guides us toward our goal of a nursing department that meets the changing needs of contemporary healthcare and leads to patient-centred care (Adam, 2022). Multiple factors led us to choose Lewin’s transformation Management Model for our transformation project (Adam, 2022). It promotes slow and methodical change, confronts cultural opposition, identifies and addresses the human factor, stresses continuing support, and, most importantly, corresponds with the change project’s objective. This approach offers a solid foundation for navigating healthcare transformation, enabling District Hospital’s nursing department to transform into a culture of innovation and excellence and provide the most excellent patient care.

Change Resistors

All change projects should identify and handle potential resistors who may be impacted. Identifying and handling opposition is crucial to the success of a change project at District Hospital to convert the nursing department into a focus of innovation and patient-centred care. Long-tenured nurses at District Hospital’s nursing department may oppose change. These nurses may have spent much of their careers in a traditional system and must be more open to accepting innovative methods. Nurses who like their routines may also resist change. The change may burden and interrupt these people’s jobs, making them oppose it. Fears of inadequacy or uncertainty about adapting to new methods and technology may sometimes cause reluctance. As the change project introduces new healthcare practices and technology, some nurses may feel overwhelmed by learning new skills and competencies and reject the change.

A detailed strategy is needed to handle potential resistors and reduce their resistance to the change initiative. First, open communication must be encouraged. It is crucial to tell nurses about the change’s advantages, justifications, and support. Addressing concerns and hosting talks helps the change management team anticipate and overcome opposition. Nurse resistance is reduced via education and training. Building confidence and proficiency in new processes and technology requires constant education and training. When nurses feel prepared and encouraged to try new methods, their resistance decreases. Involving nurses in decision-making may also win their support. Nurses feel empowered and owned by participating in change project planning and execution. These inclusions lessen opposition and use the experience and insights of people closest to patient care.

The change management team must also highlight project advantages. Emphasizing how the shift will improve patient outcomes, work happiness, and career progression is vital. Nurses’ humanitarian and professional incentives may be used to divert opposition toward better patient care. Recognition and rewards for early adopters and change champions may also positively impact the nursing community. Seeing their colleagues thrive and profit from the change helps nurses overcome opposition and join the movement. Resistance should be monitored and addressed in real-time with continuous input. Regular surveys, focus groups, and one-on-one talks with nurses may reveal concerns and reluctance. The change management team may then quickly address these challenges with tailored tactics.


In conclusion, District Hospital’s nursing department’s business case for reform is complex and necessary. The difficulties of contemporary healthcare need a change in nursing care. The change project’s innovation and patient-centred care vision match Lewin’s Change Management Model. This model’s organized strategy of unfreezing, altering, and refreezing is perfect for guiding the nursing department through change to ensure its effectiveness and sustainability. The model’s capacity to manage opposition, include the human factor and highlight continuing support makes it excellent for our change initiative. A thorough approach to handling resistance includes open communication, education, engagement, advantages emphasizing, acknowledgement, and feedback to improve project success. The initiative intends to foster nursing department flexibility and creativity by controlling opposition and including nurses in the change process. This transformation aims to establish excellence in patient-centred care, aligning District Hospitals with current healthcare expectations and serving as a model for healthcare institutions seeking continual improvement and better patient outcomes.


Adam, N. A. (2022). Employees’ innovative work behavior and change management phases in government institutions: The mediating role of knowledge sharing. Administrative Sciences12(1), 28.

Booth, R. G., Strudwick, G., McBride, S., O’Connor, S., & Solano López, A. L. (2021). How the nursing profession should adapt for a digital future. BMJ373(1190).

Burnes, B. (2020). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science56(1), 32–59. Sagepub.

Figueroa, C. A., Harrison, R., Chauhan, A., & Meyer, L. (2019). Priorities and Challenges for Health Leadership and Workforce Management globally: a Rapid Review. BMC Health Services Research19(1), 1–11. Biomedcentral.

Fulmer, T., Reuben, D. B., Auerbach, J., Fick, D. M., Galambos, C., & Johnson, K. S. (2021). Actualizing Better Health And Health Care For Older Adults. Health Affairs40(2), 10.1377/hlthaff.

Haddad, L. M., Toney-Butler, T. J., & Annamaraju, P. (2023, February 13). Nursing Shortage. National Library of Medicine; StatPearls Publishing.

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 Research20(1), 1–8.


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