Management of change

Management of change in healthcare organizations is essential to achieving the overall goal of providing quality and safe patient care. Change poses a challenge to many organizations and healthcare providers, which has necessitated the selection of appropriate change models for use in dynamic healthcare settings. In this regard, an organizational change model that can be used in a dynamic health environment is Lewin’s three-stage change model. The model has a three-part process that helps in evaluating two broad areas: the organizational environmental change process and the process of challenging the status quo to achieve more effective transformation (Burnes, 2020). Based on Lewin’s model, an individual’s behavior while responding to change is determined by various behaviors. The behaviors imply that, in order to effect change, the managers need to view individual behavior as a reflection of the group’s traits. In this regard, this change model comprises the unfreezing, change, and refreezing stages.


Therefore, based on Lewin’s model, an organization can be managed through the three stages of change. First, the individuals will have to undergo the unfreezing stage, which comprises informing the people of the eminent change, securing their acceptance, and securing a buy-in through effective communication. The second stage involves the implementation of the actual change, which goes through knowledge sharing and effective leadership. According to Bamberg and Schulte (2018), during the change process, the organization should ensure; they communicate clearly and widely, promote and empower more action, and involve other people as much as possible. The third phase is the refreezing stage, during which the changed aspects become intrigued within the organization’s culture through a sustained application and taking of corrective measures. In other words, the purpose of the final stage of the model is to sustain change being enacted with the goal being to consider the new state as the status quo.


Bamberg, S., & Schulte, M. (2018). Processes of change. Environmental psychology: An introduction, 307-318.

Burnes, B. (2020). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science56(1), 32-59.

Discussion 2

As a nurse leader and a change agent, I would address the committee’s concerns through the introduction of transformational leadership, which helps address the root of the issues and encourage collaboration between the committee members. According to Siangchokyoo et al. (2020), transformational leadership is usually based on empowering the team to work in harmony with a common vision and not imposing their ideas on others. In this case, the members of the team seem not to be in agreement with the recent position statement about the role of spirituality in care. In the argument, the one way of facilitating the discussion as a nurse transformational leader is to develop a vision for the committee by having everyone write down what their ideal vision is for the committee. To develop a vision, a ‘simple vision exercise’ will be carried out with each member of the team closing their eyes and envisioning their desired results.

The change theory is essential in addressing the members’ concerns and encouraging more collaboration. Spirituality impacts a person’s wellbeing, and the experience of hospitalization is made easier through spiritual care, especially when responding to stress. In this committee, there is no time that all the committee members will agree with the proposed change being proposed or implemented. In this case, not all the members agree on the inclusion of the role of spirituality in the care process. In this regard, I will use the three-step change model includes unfreezing, change, and refreezing. In the unfreezing face, I will ask the members to elaborate why they oppose the change and use previous research to convince them why spirituality plays a significant role in healthcare. In the change stage, I will involve all members in the process as I employ them to change their thoughts about the practice. In the last stage of refreezing, all members will have accepted the change and help each other in achieving higher goals.

References Siangchokyoo, N., Klinger, R. L., & Campion, E. D. (2020). Follower transformation as the linchpin of transformational leadership theory: A systematic review and future research agenda. The Lead