NUR 514 You have been selected to serve on a community outreach committee within your state’s nursing organization
NUR 514 You have been selected to serve on a community outreach committee within your state’s nursing organization
NUR 514 You have been selected to serve on a community outreach committee within your state’s nursing organization
As a change agent and nurse leader, this is a common situation amongst groups. Rarely within a group project do all committee members agree 100%. It is essential as leaders to recognize disagreement, intervene, and compromise. To begin, I would bring the group together, discuss the committee’s objectives, and remind the group we all have the same goal but different perspectives on the most effective way to obtain the goal. I would ask the group members to share their reasoning behind their disagreement with the position statement and what changes they believe can be made to the statement to best serve the committee’s objectives. The goal would be to clearly understand the rationale behind the disagreement and how we can develop a position statement that would support all specialties. Once the group compromises on the changes. I would ask the committee to vote on what changes will be made to serve the group best. Before the vote, I would once again review the objectives and the proposed changes. Disagreement is supported and often leads to a better deliverable if done professionally and within the group’s goals.
The tool from change theory that I would utilize to resolve the dispute would be developing a vision or strategy for the group. The goal of developing a vision is collaborating with the team to create concrete objectives. The role of the change agent is to empower the group to come up with creative and innovative solutions to meet the project’s needs (DeNisco, 2021). As a leader, it is crucial to continue bringing the group back to the vision to aid in discussion and compromise.
Reference:
DeNisco, S. M. (Ed.). (2021). Advanced practice nursing: Essential knowledge for the profession (4th ed.). Jones & Bartlett Learning. ISBN-13: 9781284176124
The fact that not everyone is in agreement with a position statement already creates a sense of urgency in proposing or making a change which is step one of the Kotter 8-step change model. As a nurse leader or someone from management, I can initiate the need to identify and propose the change and prepare the committee to cooperate and participate in the change. This is also where the reason or rationale of the proposed change be clearly communicated to the group. The next step is putting a team together to work on the proposal for change. A team of diverse individuals from different levels or professions or in this case from different specialties, would be ideal so each group or voice will be represented. This will also help cultivate trust and commitment from all levels. The 3rd step will be to develop a mission, vision, and strategies for change. What are we trying to achieve in making the change? In this scenario, it will be to ensure that the committee position will be supported by all its committee members and encourage collaboration within. What strategies are we going to use to realize the goals? Some proposals may include deliberation, debate, election, and open discussion of issues and concerns before coming up with a position statement. The 4th step will be to identify your resources and barriers to change. Encourage members to provide feedback. In step 5, the team is now ready to develop a plan. Step 6 will be plan implementation. In step 7, it would be necessary to acknowledge small successes and celebrate. This will encourage the team to continue to strive harder and work collaboratively towards the vision. Evaluating outcomes and refining your plan. Determine what worked well and what went wrong. The last step is creating a culture where this change is sustained and becomes the new norm. In this situation, although I may not be able to predict what will work in addressing the committee’s concerns, however, if these steps were to be followed along with the buy-in of the entire committee, they will come up with a consensus and a process to address similar issues in the future (DeNisco, 2021).
Reference:
DeNisco, S. (Ed). (2021). Advanced practice nursing: Essential knowledge for the profession (4th Ed.). Jones and Bartlett Learning
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As a nurse leader and change agent, I would approach the committee by facilitating a discussion on the importance of spiritual care in nursing. I would start by asking the members to share their thoughts and concerns about the recent position statement. I would also acknowledge the differing opinions and then stress the importance of coming to a consensus in order to move forward with the committee’s objectives. I would facilitate a discussion exploring the different points of view and try to identify common ground. If a consensus cannot be reached, I would work with the committee members to create a plan for moving forward that is acceptable to all parties involved.
I would use change theory to address their concerns and encourage collaboration on the committee. For example, I could use Lewin’s three-step change model to explain how nurses can work together to revise the position statement. This model suggests that all changes go through three phases: unfreezing, changing, and refreezing. In the unfreezing phase, I would work to increase the committee members’ awareness of the problem at hand and create a shared sense of urgency (Quilty, 2016). To do this, I would encourage open communication and dialogue about the reasons why some members are opposed to the position statement. Next, in the changing phase, I would work with the committee to develop and implement a plan of action. This plan might involve revising or reversing the position statement. Finally, in the refreezing phase, I would work to institutionalize the changes that have been made. This might involve creating new policies or procedures related to spiritual care. By utilizing Lewin’s model of change, I hope to encourage collaboration on the committee and help resolve the current disagreement
Reference:
Quilty, J. (2016). Creation of a Pediatric Burn Clinic: A Model for Change. Journal of Pediatric Surgical Nursing, 5(2), 36–39.
Change is inevitable in healthcare. Change readiness and implementation are crucial for sustainable progress. Lewin’s change model is a change model that can be utilized in a dynamic health environment. Udod and Wagner (2018) posit that the model is made up of three steps: unfreezing, moving, and refreezing. The unfreezing phase is where an organization figures out that change is important. The moving phase involves the change initiation process. The unfreezing phase comprises the establishment of a new status quo.
All change initiatives, no matter how big or small, unfold in three major stages: pre-change, change, and post-change. Based on Lewin’s change model, change is managed by including all critical stakeholders. It is based on the idea that if one can identify and determine the potency of forces, it is possible to know the forces that need to be diminished or strengthened to bring about change. Staff from different shifts must be part of the gap identification that prompts change. According to Barrow et al. (2021), a force field analysis is initiated. A force field analysis comprises a review of change facilitators and barriers at work in the department. Change leaders are then selected to plan and initiate change processes.
Stakeholders play a critical role during organizational change. Change leaders, for instance, work to reduce change barriers through open communication and education while also aiming to strengthen change facilitators through staff recognition and various incentives. Ongoing leader engagement throughout change execution will increase the chances of success (Barrow et al., 2021). On the other hand, healthcare professionals implement the changes by adopting the proposed ideas for change and bettering healthcare outcomes. In most cases, they may require additional on-the-spot training to overcome knowledge deficits as the change process continues. Finally, leaders must continue to monitor progress toward goals using information like patient satisfaction, employee morale, staff satisfaction, and adverse events.
References
Barrow, J. M., Annamaraju, P., & Toney-Butler, T. J. (2021). Change Management. In StatPearls [Internet]. StatPearlsPublishing.
Udod, S., & Wagner, J. (2018). Common change theories and application to different nursing situations. Leadership and influencing change in nursing.
Per DeNisco (2021) the first step is unfreezing and making sense this is a step that was overlooked due to the increased emotions and threats to leave the committee. Approaching the committee to sit down and begin the discussion how these changes will affect others and to what capacity and considering if there is an immediate need for the change or if it can be delayed reviewing at greater detail. The fact that others are upset with the position statement is enough reason to review and assure that the first crucial step is taken seriously and reviewed with depth and detail. Since other steps of the change process were followed (Step 2 and 3) the next step would be to get to the drawing board and start looking at solution to the negative and positive forces of change. Throughout this process working closely with the individuals within the committee who are against the changes and work to identify how they can be convinced on the changes. Is it simply wording on the position statement. Is the position to controversial and needs to be revisited and discussed further. Whatever the cause is it will be important to make sense of it all to move forward with necessary changes. Also, it will be crucial that professionalism be held at each meeting and to take the lead for the group if necessary to reinforce that everyone represents an important stakeholder voice and should be respected.
Reference:
DeNisco. M., Susan (2021) Advanced Practice Nursing: Essential Knowledge for the Profession. Jones & Bartlett Learning. BibliU – Reader – Advanced Practice Nursing
Understanding change theory can help leaders use resistance to change as a support tool rather than a barrier. (Weberg et al., 2018, p. 62) As a nurse leader and change agent, one may utilize the change theory to address the concerns to encourage collaboration within the committee. I would first listen to all stakeholders’ concerns and points of view, basically allowing all members to have a chance to share their concerns. During and managing resistance to change, nurse leaders should embrace the resistance and confront it, trying to find a way or options for those with opposite thoughts and letting them know why the change is proposed. I will then use evidence-based outcomes from incorporating spiritual care to resonate with nurses whose practice is guided by evidence-based research. Once they understand the value of the change may change their mind or can agree on the change. As nurse leader who wants to encourage collaboration, embrace change and motivate others, we must follow through with the process, re-group the idea, make the adjustment to the change, allow time for processing and fit in. if they don’t see the values alignment happening, don’t be afraid to walk through the final steps for transition them out of the committee as quickly and smoothly as possible.
Reference:
Weberg, D., Mangold, K., Porter-O’Grady, T., & Malloch, K. (2018). Leadership in Nursing Practice: Changing the Landscape of Health Care (3rd ed.). Jones & Bartlett Learning.
Leadership can be a very difficult role, especially when change is met with strong resistance. The scenario provided is a controversial and ethical dilemma. Situations involving spiritual or religious beliefs can be very challenging. As a nurse leader and change agent, it is crucial to make decisions that are in the best interest of the organization, the members of the interprofessional team, and the patient population.
As a nurse leader in this situation, the first step I would take is confronting the resistance. Afterall, not all resistance is negative (Weberg et al., 2019). Often times, resistance is due to disturbance of standard procedure. Next, I would want to investigate what percentage of the team is resisting the change. Additionally, I would conversate with members of the team to understand what is causing the resistance, and steps that can be taken to overcome the resistance. Once this information is obtained, the nurse leader must make important decisions to decide next steps taken. In some circumstances, additional changes can be made to accommodate the members who are resisting. However, if the change is in the best interest of the organization, team members, and patient population, then the leader must embrace the resistance and focus their attention on the majority who are adopting the change.
References
Weberg, D., Mangold, K., Porter-O’Grady, T., & Malloch, K. (2019). Leadership in nursing practice: Changing the landscape of health care (3rd ed.). Jones & Bartlett Learning.
Leadership is a complex process and understanding the roles and characteristics of a leader is a key factor to manage and resolve problems in nursing organizations. Resistance to change occurs in various formats such as non-verbal and verbal reactions or indirect avoidance of the issue. As a nurse leader, understanding change theory can help use resistance to change as a support tool rather than a barrier. So, it is important to confront and explore the resistance (Weberg et al; 2019). As a nurse leader, I will arrange the meeting and have a dialogue with team members and find out the reasons, and concerns for the resistance, build trust between members and the leader through positive communication and team members’ participation. It is particularly important to share the concerns of team members and as a leader, I must listen to and respect everyone’s point of view. Then I encourage them to build healthy relationships and work collaboratively with team members. Considering all factors contributing to the change will be assessed and evaluated and will make necessary corrections to the action plan. Education and awareness of the change, what is the necessity and who all are going to be affected by these changes, and what the outcome of this change is especially important.
In the next step, nurse leaders can develop a new work plan collaboratively with all team members and work together to implement a change. The work plan should be flexible and simple, and all team members should participate. Working together or teamwork to implement a change is a key factor for successful and sustained change in healthcare organizations.
References
Weberg, D., Mangold, K., Porter-O’Grady, T., & Malloch, K. (2019). Leadership in nursing practice: Changing the landscape of health care (3rd ed.). Jones & Bartlett Learning.
The described scenario highlights a sensitive subject that has obviously elicited strong responses from some of the committee members. It is, therefore, important to approach this situation thoughtfully and respectfully in order to be inclusive of everyone’s viewpoint. Employing transformational leadership in this situation will hopefully bring about a mutually agreeable position statement for all committee members. Transformational leadership focuses attention on the relationships involved in creating change and calls for mutual trust and respect (DeNisco, 2021). As a leader within this group, I would encourage open and respectful conversation from all parties to give everyone the chance to share their concerns with or support for the current position statement. Once these viewpoints have been shared, I would look for overlapping values and ask the other members to work together to find common points that all can find acceptable. Once values have been identified that everyone can agree to, I would ask the team to formulate a new statement. Upon completion, I would ask everyone to state any persistent concerns or disagreement with the new statement that they have.
By incorporating each committee members’ (stakeholders’) input into the process, they will feel more valued, engaged and respected. It is important that each members’ input be respected in order to insure diversity of thought and experience in the process. If a “majority rule” style of group work was used, those with opinions in the minority would take away the message that their input isn’t valuable. This could lead to disengagement in the process and avoiding participation in the future. As Weberg et al. (2019) points out, involving resisters in the process will add differing viewpoints and drive innovation and problem-solving. This is the best formula for the continual advancement of thinking within our profession.
References:
DeNisco, S. M. (2021). Advanced practice nursing: Essential knowledge for the profession (4th ed.). Jones & Bartlett Publishers.
Weberg, D., Porter-O’Grady, T., Mangold, K., & Malloch, K. (2019). Leadership in nursing practice (3rd ed.). Jones & Bartlett Learning.
In order to address the concerns of the outreach committee members, I would allow a discussion on the issue concerning the position statement on spiritual care. A transformational leader encourages their followers to question and challenge the organizational views and positions (DeNisco, 2021). During the change process, it is important to ensure that the views of all stakeholders are heard. I would therefore advice the dissatisfied outreach committee members to accommodate dialogue instead of issuing ultimatums in the event position statement is not revised or reversed. Probably, the members would change their views if they are informed on the importance of spiritual care.
A nurse leader can draw on the change theories in addressing the issues raised by the committee members. Some change models such as the Kotter and Lewin change models encourage the development of a unifying vision for the change project. The Kotter model emphasizes on the need for the leader to engage and empowers the others (Mahmood, 2018). On the other hand, the Lewin model focuses on the need to enable and prepare the others (Mahmood, 2018). When the members of the committee are prepared and enabled, they are likely to have confidence on the change process and therefore participate and take ownership of the position statement.
References
DeNisco, S. M. (2021). Advanced practice nursing: Essential knowledge for the profession (4th ed.). Jones & Bartlett Learning.
Mahmood, T. (2018). What models of change can be used to implement change in postgraduate medical education? Advances in Medical Education and Practice, 9, 175–178. https://www.doi.org.10.2147/AMEP.S160626.