Change is encountered relatively often in nursing. As a result, the phenomenon of resistance to change is also present in a variety of nursing contexts (Johansson, Åström, Kauffeldt, Helldin, & Carlström, 2014; Tyler, Lepore, Shield, Looze, & Miller, 2014). Resistance to change needs to be managed (Appelbaum, Degbe, MacDonald, & Nguyen-Quang, 2015), and nursing leadership is a major tool employed to this end. Thus, when applied to nursing, resistance to change is a relatively common challenge that nursing leadership can be used to address.
Because of continuous quality improvement efforts, which can, for example, aim to incorporate new evidence-based practices, technologies, and so on, nursing is often associated with change (Tyler et al., 2014; Small et al., 2016). In turn, the latter is habitually challenged by resistance to change (Appelbaum et al., 2015), and this effect is encountered in nursing rather frequently (Tyler et al., 2014). Therefore, the negative outcomes of resistance to change, including slower implementation and difficulties in achieving success, are applicable to nursing. However, as pointed out by Appelbaum et al. (2015), the phenomenon can also be viewed as an opportunity that a good leader can manage. Thus, the positive outcomes of resistance to change, including the criticisms which result in its improvement, are also of consequence to nursing.
Leadership is crucial for managing a variety of issues present in human interaction (Chun & Choi, 2014), and it can be particularly important in nursing (Haynes & Strickler, 2014). As a result, its application to resistance to change is reasonable. In fact, leadership appears to be a tool for the management of this challenge, and there is a number of activities that a nursing leader can perform to control resistance to change.
For example, the understanding of the phenomenon is a necessity; a leader needs to acknowledge the positive and negative features of resistance. Furthermore, leaders should investigate the specifics of the opposition exhibited by their followers and focus on its causes. The successful identification of the reasons for resistance can help to resolve many issues associated with it (Appelbaum et al., 2015). For example, nurses might lack the skills or understanding required to perform or appreciate the change. In that case, their leader should communicate the project’s vision and empower the followers (Small et al., 2016). Additionally, a common source of resistance is anxiety (Appelbaum et al., 2015). It also needs to be investigated to determine its causes and appropriately addressed, for example, by providing more information, offering trial periods, and so on (Pashaeypoor, Ashktorab, Rassouli, & Alavi-Majd, 2016). In summary, being informed and finding customized approaches to managing resistance seems to be the key to its successful management in nursing.
Additionally, the topic of organizational culture should be mentioned. Conservative culture is typically associated with increased resistance to change, which is why a nursing leader is supposed to promote the culture of change (Johansson et al., 2014). By ingraining a positive response to development and innovation in the culture shared by their followers, they can help nurses to experience fewer difficulties when faced with frequent and even continuous quality improvement efforts.
In summary, the consequences of resistance to change for nursing incorporate both positive and negative outcomes. The management of both depends on nursing leaders to a noticeable extent. Consequently, it is implied that nursing leaders should be familiar with the phenomenon, investigate its individual manifestations, and promote a culture of change. In general, nursing leaders can employ a number of strategies to assist change by addressing resistance to it.
References
Appelbaum, S., Degbe, M., MacDonald, O., & Nguyen-Quang, T. (2015). Organizational outcomes of leadership style and resistance to change (part one). Industrial and Commercial Training, 47(2), 73-80. Web.
Chun, J. S., & Choi, J. N. (2014). Members’ needs, intragroup conflict, and group performance. The Journal of Applied Psychology, 99(3), 437–450. Web.
Haynes, J., & Strickler, J. (2014). TeamSTEPPS makes strides for better communication. Nursing, 44(1), 62–63. Web.
Johansson, C., Åström, S., Kauffeldt, A., Helldin, L., & Carlström, E. (2014). Culture as a predictor of resistance to change: A study of competing values in a psychiatric nursing context. Health Policy, 114(2-3), 156-162. Web.
Pashaeypoor, S., Ashktorab, T., Rassouli, M., & Alavi-Majd, H. (2016). Predicting the adoption of evidence-based practice using “Rogers diffusion of innovation model.” Contemporary Nurse, 52(1), 85-94. Web.
Small, A., Gist, D., Souza, D., Dalton, J., Magny-Normilus, C., & David, D. (2016). Using KotterĘĽs change model for implementing bedside handoff. Journal of Nursing Care Quality, 31(4), 304-309. Web.
Tyler, D., Lepore, M., Shield, R., Looze, J., & Miller, S. (2014). Overcoming resistance to culture change: Nursing home administrators’ use of education, training, and communication. Gerontology & Geriatrics Education, 35(4), 321-336. Web.