Managing change
is an essential part of nursing administration and executive nurse leadership;
however, change is easier said than done.
Take the “Tolerance for Change”
assessment found at http://highered.mcgraw-hill.com/sites/0073381225/student_view0/chapter14/self-assessment_14_2.html
Understanding your own “me” issues related to change can help you with
fostering the change process in others. Several change theories have been
developed to assist you with needed change in your workplace or in your own
life.
One of my
favorite change theories is Lewin’s theory of unfreezing and refreezing of
behavior. His model indicates that
people need to “unfreeze” learned behavior patterns, change to the new
behavior, then refreeze the new
behaviors into their daily activities. I
once read it takes 21 x of doing something before it becomes a habit, which
fits nicely into Lewin’s theory of change. One of the most difficult aspects of
change is taking that first step.
Helping others
change with that first step is a key skill of nursing leaders. Getting individuals to see the reason(s) for
change can promote initial behaviors toward desired change. For example, changing a procedure such as
shift change reporting processes requires a broad understanding of the need for
change. Typically, if a nursing leader
can foster staff agreement regarding the change, the leader can then begin to
garner ideas from their staff to implement the change. By including the staff in brainstorming ideas
to initiate change, staff will feel more ownership in the change.
Dr. Maggie
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