Benchmark- Framework or Model for Change

Change Process

Implementation Of Real-Time Location Systems In The ED

Few phases fail to sustain a fast move in adopting the change. Lewin’s model mostly becomes concerned with reinforcing the “change” over a prolonged period to overcome rejection and give enough training. The ED should utilize Lewin’s change model for change as the selected framework because it has solid support from senior hospital management and needs to make the entire healthcare facility dynamic by adopting real-time location systems in emergence service delivery.

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Model’s Stages And Their Application In The ED

Under this model, the ED department will focus on the three-stage model that breaks changes into manageable phases of unfreezing, changing, and refreezing.

Unfreezing

In unfreezing chunk, the project team under its project manager will first “unfreeze” the ED’s current process and analyze its process improvement. Under this analysis, both patients and healthcare providers at the ED department affected by the change will understand the need to replace the manual system with the automated one (Šuc et al., 2019). Then, the project team will make its changes and guide nurses at the ED throughout the transition. Once the real-time location system gets deployed and tweaked as per nurses’ feedback, the project manager will solidify or “refreeze” the new status quo.

Before implementing the automated system at the ED, this change needs to go through the model’s initial stage of unfreezing. Since the nurses at the ED will resist the computerized system, the objective during the unfreezing phase becomes to create an awareness of how existing manual systems at admission and discharge levels are undermining the ED’s ability to offer quality emergence care services. Hussain et al., (2018) reveal that outdated behaviors, thinking ways, processes, patients, and ED structures get placed under in-depth examination to disclose to ED nurses how crucial a change is for the whole hospital to establish or sustain a competitive edge in the healthcare setting.

Communication will become a vital aspect during this unfreezing stage to keep nurses updated on the change, the reason behind the new system, and how it brings advantages to them and the entire ED. This unfreezing stage intends to create change awareness and make it appear crucial and urgent while motivating those affected by the change to accept (Šuc et al., 2019). Thus, the project team can create communication plans to inform all stakeholders within the ED about the shift and allocate time for conducting change-based meetings and discussions.

Changing

A real-time location system change is when the ED has to transition into this new state of using a computerized system while abandoning the manual records in entering, storing, and retrieving patients’ data. The implementation of the new system characterizes this transitioning phase. The implementation period is when the change becomes real such that the ED entirely runs the automated systems in all areas of patient admission and discharge. During changing stage, the ED struggles with the new system adoption. For instance, ED nurses experience uncertainty and fear, thus making it the most challenging step to overcome. Since the ED nurses are “unfrozen,” they can start to move.

Physicians and nurses start learning new behaviors, processes, and ways of thinking in the transitioning phase. The more prepared these healthcare providers are for change, the easier it is to overcome and complete. Since change requires precise planning and execution, the team leading the change will educate nurses on using the automated system, communicating vital information, and supporting nurses who have not become familiar with the change (Burnes, 2020). ED nurses will be reminded of the reasons for the change throughout the entire change process and benefit them once it.

Refreezing

Refreezing is the last stage of the framework for the change. It symbolizes the actions such as reinforcement, stabilization, and solidification of the operations after the change. The changes made to the ED processes, objectives, structure, and patients will get approved and refrozen within the department (Memon et al., 2021). Through this stage, the department becomes guaranteed that nurses do not revert to their outdated ways of using the manual system.

Therefore, the project manager should ensure the newly implemented system is not lost. Instead, the ED will have to cement the change into the hospital’s culture and maintain it as the accepted way of delivering emergency care services. The ED can ensure positive rewards and appreciation of individualized commitments to reinforce change since it is believed that positively reinforced behavior tends to be repetitive. Nurses showing consistency in using the new system can get rewarded weekly to encourage further change reinforcement.

References

Burnes, B. (2020). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), 32-59.

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.

Memon, F. A., Shah, S., & Khoso, I. U. (2021). Improving Employee’s Engagement in Change: Reassessing Kurt Lewin’s Model. City University Research Journal, 11(1), 144-164. Benchmark- Framework or Model for Change

Šuc, J., Prokosch, H. U., & Ganslandt, T. (2019). Applicability of Lewin s change management model in a hospital setting. Methods of information in medicine, 48(05), 419-428. Benchmark- Framework or Model for Change