Abstract
It is always hard for people to accept change. Often, they resist change due to different reasons. There are several theories that managers in medical institutions can apply in the implementation of change. The Lewin Theory and Lippitt’s Model of change implementation are among the best theories. This paper compares the two theories and analyzes how Lewin’s Theory works in a clinical environment.
Introduction
It always takes time and money for people to accept change (Rigolosi & Rigolosi, 2005). Most of the time, people consider change impractical and a waste of time. Other people fear using new technology while some are just uncooperative. Many nurses resist change, especially when it involves the use of technology. Therefore, health institutions must come up with good frameworks to help them convince the nurses to embrace change. There are several models of change management. This paper compares two of such models: Lewin and Lippitt’s Change Theories, and tries to critique their applicability in nursing.
Similarities between Lewin and Lippitt’s Theories
- Both theories involve members of the staff whose duties are affected by the change
- In both theories, the implementation of change is gradual. It follows some steps.
- In both theories, leaders monitor the progress of change and its effect on the stakeholders
Differences between Lewin and Lippitt’s Theories
- Lippitt’s theory requires external change agents to supervise the process of change implementation while Lewin’s Theory uses change leaders within the institution (Brookes, 2011).
- The implementation of change using Lewin’s Theory involves three steps while Lippitt’s Theory involves seven steps.
Applying Lewin’s Theory to a Clinical Environment
Lewin’s Theory entails three steps: the unfreezing stage, the moving stage, and the refreezing stage. The unfreezing stage involves communicating to the people whom the change might affect (Payne, 2013). It also entails identifying issues that might cause resistance. Staffs feel acknowledged and easily see the need for change when their leaders engage them (Coleman, 1964). For example, if an institution wants to change the method of assigning duties to the nursing staff, the administrators should call all the nurses and seek their opinions. They should explain to them why the system should change.
The second stage of this model is the moving stage. Change implementation occurs at this stage. Managers must involve all relevant departments in their plans. In the example above, the administrators should involve the human resource managers and all the nurses. They should then come up with a good plan for assigning duties to all the nurses. The allocation of duties should involve specific activities and dates for each nurse. The human resource manager should then oversee the implementation of the change.
The last stage of this theory is the refreezing stage. At this stage, the administrators refreeze the practice that changed to attain stability in the institution. It also involves evaluating the effectiveness of the new mode of operation. The people responsible for carrying out the evaluation should then report for future reference (Sutherland, 2014). In the case of our example, the institution should provide the necessary support until they are sure the nurses have adapted to their new working hours.
Strengths
- It involves nurses in decision-making and states a few clear steps for implementing changes.
- It is easier to follow a few steps than many steps.
Limitation
The three steps combine many steps, which makes it hard for some people to follow.
Rationale
I chose this theory because it motivates the nurses to believe in change.
Conclusion
Change is inevitable in a clinical institution. However, most nurses are always resistant to change. Therefore, institutions must look for the best way to convince them to accept change. Lewin’s Theory proposes three steps for handling such situations. The stages are the unfreezing stage, the moving stage, and the re-freezing stage. Lippitt’s Theory proposes seven steps for persuading nurses to accept change. Both theories involve the staff in change implementation. Therefore, using the theories reduces conflicts and workarounds after the implementation of change.
References
Brookes, J. (2011). Engaging staff in the change process: Jane Brookes rejected orthodox management theories in favor of appreciative leadership. She explains how involving the entire ward team in a development day gave every member ownership of the ideas and vision that emerged. Nursing Management, 18(5), 16-9.
Coleman, R. (1964). Kurt Lewin’s theory of social change applied to curriculum change. Urbana: University of Illinois.
Payne, S. (2013). The Implementation of Electronic Clinical Documentation Using Lewin’s Change Management Theory. Canadian Journal of Nursing Informatics, 8(1), 10-12.
Rigolosi, E., & Rigolosi, E. (2005). Management and leadership in nursing and health care. New York: Springer Pub.
Sutherland, K. (2014). Lewin’s change management theory. Canadian Journal of Nursing Informatics, 8(1), 1-7.