Introduction
Healthcare professionals work in different fields, such as nursing, counseling, psychology, and medicine. In order to deliver high-quality and timely care, the concept of multidisciplinary teams can be embraced in every unit or hospital. The idea of interprofessional leadership should be taken seriously by managers in charge of such groups. However, resistance to change remains one of the major problems encountered in many medical institutions. The discussion below examines the relevance of the topic “Resistance to Change” to nurse leaders (NLs). The paper goes further to describe the best practices associated with the issue and its impacts on managers. Emerging ideas that can be considered by NLs to deal with any form of resistance are analyzed.
Significance
The ultimate goal of every healthcare institution is to deliver high-quality and evidence-based services to their patients. NLs empower, guide, and mentor their followers in order to transform individuals’ experiences and medical outcomes. Managers in healthcare facilities or departments guide practitioners who are proficient in different fields. They also implement powerful changes depending on the targeted outcomes, goals, or practices. They can go further to introduce superior care delivery models, concepts, ideas, and technologies in an attempt to improve their patients’ lives (Kodama & Fukahori, 2017). These objectives can only be realized through the use of powerful change models. However, there will always be employees who oppose new ideas, technologies, or concepts. NLs should, therefore, be aware of such obstacles and challenges before introducing new changes.
Medical professionals who understand the above predicament will be in a position to address it using evidence-based initiatives. For instance, a competent manager can utilize a powerful change model, such as Kurt Lewin’s theory (Cummings, Bridgman, & Brown, 2016). The leader will also guide, empower, and mentor every follower using adequate resources and incentives. Emerging obstacles to change will also be identified and addressed. He or she will design desirable processes to transform the targeted unit and eventually ensure that high-quality medical services are available to the greatest number of patients.
Literature Review
Resistance to change is an issue that has attracted the attention of many researchers in different fields, such as nursing, management, and administration. Salam and Alghamdi (2016) indicate that conflicts associated with a new change should be viewed positively. This is true because they represent a transition to the next performance level or stage (Tyler, Lepore, Shield, Looze, & Miller, 2014). Past studies have also revealed that people usually find it hard to get rid of their routines or practices. This is the reason why NLs should be confident whenever introducing new initiatives or care delivery models in their respective units. NLs can use their competencies to tackle any form of resistance and support the intended change.
Leaders need to act as facilitators and guide those who might be opposed to new ideas and practices. Caregivers who perceive an intended change as a threat should be guided accordingly. Proper training and empowerment can also be considered to guide different practitioners. The importance of the targeted process or change should also be explained effectively to every follower. Managers are required to introduce adequate resources and concepts in their respective units or hospitals if a given change it to emerge successfully (Tyler et al., 2014). A powerful change model, such as Kurt Lewin’s theory, can be embraced to support the process and deliver desirable outcomes.
Every NL who is aware of these attributes will tackle any form of resistance and minimize chances of sabotage. It is appropriate for leaders to acknowledge that change is relevant since it creates the best environment for improving patients’ health outcomes (Salam & Alghamdi, 2016). Any form of resistance should also be treated positively since it ensures that the transition process is successful.
Proficient managers in healthcare institutions should create the best environment whereby followers are guided, supported, and empowered (Kodama & Fukahori, 2017). The concept of teamwork can be introduced in order to ensure that all individuals feel safe. Proper communication strategies are critical whenever dealing with resistance to change. Problem-solving, conflict resolution, and critical thinking are essential skills throughout the change process. Professionals who possess these competencies will overcome resistance and deliver desirable outcomes (Cummings et al., 2016). When this objective is realized, more practitioners and caregivers will be ready to embrace the introduced processes or healthcare technologies and deliver high-quality medical services to their patients.
Application, Implications, and Consequences
Every NL will find the above topic resourceful whenever guiding others to deliver quality medical services. In terms of application, managers in healthcare can use their competencies to introduce and implement change successfully. NLs should also treat resistance as a form of transition (Salam & Alghamdi, 2016). They can present adequate resources and train their nurses and caregivers in order to embrace the suggested initiatives (Kodama & Fukahori, 2017). NLs can go further to use the topic to present superior practices and models to improve the quality of services available to different patients. Successful change implementation is something that will transform the effectiveness of both practitioners and healthcare institutions.
The selected topic has numerous implications for every NL. For instance, the above ideas can result in improved care delivery processes or models. Managers who embrace such attributes and concepts will meet the diverse needs of their practitioners. They will also promote the best environment for improving patients’ outcomes. Leaders who ignore these aspects will not deal with resistance to change successfully (Salam & Alghamdi, 2016). As a result, their units or departments will be unable to meet the diverse needs of their patients.
In terms of consequences, NLs who focus on this topic will use adequate theoretical models to introduce new practices, concepts, or initiatives successfully. They will also empower their followers to deliver superior medical services to different patients. On the other hand, those who ignore the issues associated with resistance to change will not achieve their potential. The level of morale in their units will also decrease significantly (Tyler et al., 2014). The overall outcome is that many patients will not receive quality or timely healthcare services.
Summary
The above discussion has revealed that NLs play a crucial role in guiding nurses and caregivers by designing, evaluating, implementing, and managing new changes. Throughout these processes, resistance can emerge and make it impossible for the targeted healthcare facility to achieve its goals. Proficient NLs embrace powerful strategies such as the use of effective models and competencies to support every process. Managers who are aware of the issues associated with resistance to change will address emerging challenges, present adequate resources, and create the best environment for implementing new practices or processes. The final outcome is that high-quality medical services will be available to the greatest number of patients.
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. Web.
Kodama, Y., & Fukahori, H. (2017). Nurse managers’ attributes to promote change in their wards: A qualitative study. Nursing Open, 4(4), 209-217. Web.
Salam, M., & Alghamdi, K. S. (2016). Nurse educators: Introducing a change and evading resistance. Journal of Nursing Education and Practice, 6(11), 80-83. Web.
Tyler, D. A., Lepore, M., Shield, R. R., Looze, J., & Miller, S. C. (2014). Overcoming resistance to culture change: Nursing home administrators’ use of education, training, and communication. Gerontology & Geriatrics Education, 34(4), 321-336. Web.