The Selected Model for Change and Its Relevance to The Project
To successfully implement our evidence-based practice proposal project aimed at reducing nurse burnout through mentoring programs, we have selected the Lewin Change Model. This change management framework provides a structured method to effectively understand and manage changes within healthcare facilities.
The Lewin Change Model comprises three stages that involve ‘unfreezing’ current norms or attitudes related to mindset shifts that may be critical towards changing existing practices in healthcare settings. In stage two, called implementation—mentoring programs are designed sustainably; required (Adam, 2022) inputs include transparent communication of proposed changes to key stakeholders such as medical personnel who know how things have been done traditionally (Adam, 2022). After successfully implementing training modules based on our evidence-based research ideas in cooperation with valued participants who have contributed meaningfully to this process during their trial runs (Adam, 2022). We will eventually reach three’s final stage of reinforcing Change to make it a long-term norm to reduce the burnout levels of qualified nursing staff.
The success of quality improvement projects, such as reduced burnout rates among registered nurses, hinges on evaluating intervention outcomes using measurable clinical parameters like healthcare professionals’ well-being and job satisfaction levels (Burnes, 2020). In conclusion, the Lewin Change Model’s structures align with our Evidence-Based Practice proposal project goals and provide a workable framework for promoting and maintaining nurse wellness in healthcare facilities through mentoring programs.
Each Of the Stages In The Change Model
Changing nursing practices through Lewin’s Change Model involves a three-stage process focusing on creating awareness of important issues. In Unfreeze stage, the project acknowledges concerns related to nurse burnout negatively impacting patient care which calls attention towards exploring current behaviours contributing to burnout while embedding long-term sustainable changes with urgency (Hussain et al., 2018). Second is Change, where we introduce mentoring programs with clear communication providing necessary support to actively engage nurses in this process of learning which demands experimentation while being open to feedback that demands future adaptation based on received opinions and evaluations for sustainable practice improvements across policy guidelines via Refreeze phase (Hussain et al., 2018).
How To Apply Each Stage of The Model or Theoretical Framework In The Proposed Implementation
To ensure a successful implementation of mentoring programs that aim to reduce burnout among nurses in healthcare facilities, we propose utilizing the Lewin Change Model involving three phases: unfreezing, changing, and refreezing.
Firstly, the model begins with Unfreeze stage, which will require conducting an assessment to obtain valid data regarding the prevalence and overall impact of burnout caused amongst Nurses within medical facilities (Saleem et al., 2019). Subsequent sharing of this data with key stakeholders, such as administrators and nurse leaders, would create sufficient awareness to make a case for Change generating the required urgency (Saleem et al., 2019). Communication of reasons behind integrating mentoring programs as a way to reduce burnout whilst improving overall nurse well-being is also key in ensuring buy-in from these stakeholders
Developing an elaborate plan which encompasses identifying mentors, designing training programs and providing support mechanisms to ensure the participation of nurses is effectively carried out marks the Change stage (Saleem et al., 2019). Detailed information about the mentoring programs should also be communicated effectively and timely through different channels to ensure feedback from nursing staff is obtained. Additionally, the active involvement of nurses in the process should be emphasized, while provisions for ongoing monitoring and support should not be disregarded (Burnes, 2020).
Lastly, evaluating effectiveness becomes imperative to ensure sustainability. This Refreeze stage encourages objective measurement covering outcomes such as their level of well-being within participating nurses, job satisfaction levels and reduction in burnout rates that have resulted among them (Burnes, 2020). The perceived positive impact must be translated into policies integrated into regular routines within healthcare facilities whilst reiterating continuous training sessions to sustain this culture shift towards promoting well-being amongst Nurses within workplaces.
A Concept Map
References
Adam, N. A. (2022). Employees’ Innovative Work Behavior and Change Management Phases in Government Institutions: The Mediating Role of Knowledge Sharing. Administrative Sciences, 12(1), 28. https://doi.org/10.3390/admsci12010028
Burnes, B. (2020). The Origins of Lewin’s Three-Step Model of Change. The Journal of Applied Behavioral Science, 56(1), 32–59. Sagepub. https://doi.org/10.1177/0021886319892685
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. Science Direct. https://doi.org/10.1016/j.jik.2016.07.002
Saleem, S., Sehar, S., Afzal, M., Jamil, A., & Gilani, Dr. S. A. (2019). Accreditation: Application of Kurt Lewin’s Theory on Private Health Care Organizational Change. Saudi Journal of Nursing and Health Care, 02(12), 412–415. https://doi.org/10.36348/sjnhc.2019.v02i12.003
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