Order Number |
636738393092 |
Type of Project |
ESSAY |
Writer Level |
PHD VERIFIED |
Format |
APA |
Academic Sources |
10 |
Page Count |
3-12 PAGES |
Leadership Models Discussion Response
Leadership, Models, Discussion, Response
Reply 1
Alexandra
Research one of the three theories (presented in Chapter 18) for planned change and how that process could be applied to a real nursing change situation.
According to chapter 18, there are 3 theories developed when it came to planned change needed in the nursing field. One of the theories is called Six Phases of Planned Change that was developed back in 1973 by Ronald Havelock.
Havelock argued that adapting Lewin’s change model to include knowledge building, which focused on a systematic integration of theories rather than disjointed approaches, would respond more effectively to real-life situations in managing change (Wagner, 2020). The six stages for this theory are as follows:
(1) building a relationship,
(2) diagnosing the problem,
(3) acquiring relevant resources,
(4) choosing the solution,
(5) gaining acceptance,
(6) stabilizing the innovation and generating self-renewal. This can be applied to a real nursing change situation because not only can it assist with any random problem-solving process needed, it exemplifies how a nursing assessment is somewhat conducted.
For example, building a trusting therapeutic relationship with a patient is the first to gain their trust, then there’s the process of assessing and diagnosing the problem indicated. Therefore, implementing necessary interventions to resolve the problem and formulate a solution.
References
Wagner, J. (2020, August 13). 10.4: Planned Change. Retrieved from Medicine Libre Texts: https://med.libretexts.org/Bookshelves/Nursing/Book%3A_Leadership_and_Influencing_Change_in_Nursing_(Wagner)/10%3A_Common_Change_Theories_and_Application_to_Different_Nursing_Situations/10.04%3A_Planned_Change
Reply 2
Is from what you wrote she asked a question for me to answer. Her question is (What is the difference between first order and second order change?)
The planned change is the preparation process for the whole organization for new objectives, directions, or at least a significant component. The guidelines may include culture, internal structures, measures, records, and processes. The Lewin model offers the foundation for understanding the transformation of companies.
It was conceived by Kurth Lewin and underwent three phases (Hussain et al., 2018). The Lewin change model states that it is necessary to enhance the causes of the changes in the organization and diminish the forces or elements to support the maintenance of a current state. The results are less stress and less reluctance to change.
In this model, there are three main steps, including unfreezing, moving, and refreeze (Fernandez et al., 2020). Unfreezing reduces the variables that sustain existing corporate behavior at the current level. The reasons for psychological disconfirmation can induce freezing.
However, moving shifts present organizational behavior, whether individual or departmental, to a different level. Interfering with the present system to develop new attitudes and ideas and necessary administrative reform is also required. Moreover, refreeze during this stage, the organizational balance is stabilized. Supporting processes and procedures are used to achieve refreezing, which forces the new administrative state (Fernandez et al., 2020).
Managers should assess their leadership skills and limits before embarking on a change project since these can substantially influence the project’s success (Zhang, 2019). Research indicates that the most critical factors for planned change are leadership, good communication, and cooperation (Zhang, 2019).
The numerous changes that nurse leaders face need new ways of thinking about change leadership and adjusting to new ways of working. Additionally, leaders engage closely with frontline caregivers to design workplace improvements, contributing to better working conditions and patient care.
As a result, nurse leaders must have the skills essential to influence human behavior, such as supervisory ability, knowledge, tenacity, and a drive to achieve. Even though Lewin’s change model is well-known and accepted mainly in care delivery, it is often critiqued for being too basic. This is because change may be unexpected and challenging, a competent leader must know a range of change models.
References
Fernandez, N., Leduc, N., Fon, N., Ste-Marie, L., Nguyen-Dinh, D., & Boucher, A. (2020). Recognizing change in post-graduate medical education using the organizational knowledge creation model. Creative Education, 11(05), 783-796. https://doi.org/10.4236/ce.2020.115056
Hussain, S., Lei, S., Akram, T., Haider, M., Hussain, S., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal Of Innovation & Knowledge, 3(3), 123-127. https://doi.org/10.1016/j.jik.2016.07.002
Zhang, Y. (2019). Research on employee pressure and resistance caused by organizational change—a case study of Jingyi network co., ltd. Open Journal of Social Sciences, 7(5), 72-85. https://doi.org/10.4236/jss.2019.75005
RUBRIC | |||
Excellent Quality
95-100%
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Introduction
45-41 points The context and relevance of the issue, as well as a clear description of the study aim, are presented. The history of searches is discussed. |
Literature Support
91-84 points The context and relevance of the issue, as well as a clear description of the study aim, are presented. The history of searches is discussed. |
Methodology
58-53 points With titles for each slide as well as bulleted sections to group relevant information as required, the content is well-organized. Excellent use of typeface, color, images, effects, and so on to improve readability and presenting content. The minimum length criterion of 10 slides/pages is reached. |
Average Score
50-85% |
40-38 points
More depth/information is required for the context and importance, otherwise the study detail will be unclear. There is no search history information supplied. |
83-76 points
There is a review of important theoretical literature, however there is limited integration of research into problem-related ideas. The review is just partly focused and arranged. There is research that both supports and opposes. A summary of the material given is provided. The conclusion may or may not include a biblical integration. |
52-49 points
The content is somewhat ordered, but there is no discernible organization. The use of typeface, color, graphics, effects, and so on may sometimes distract from the presenting substance. It is possible that the length criteria will not be reached. |
Poor Quality
0-45% |
37-1 points
The context and/or importance are lacking. There is no search history information supplied. |
75-1 points
There has been an examination of relevant theoretical literature, but still no research concerning problem-related concepts has been synthesized. The review is just somewhat focused and organized. The provided overview of content does not include any supporting or opposing research. The conclusion has no scriptural references. |
48-1 points
There is no logical or apparent organizational structure. There is no discernible logical sequence. The use of typeface, color, graphics, effects, and so on often detracts from the presenting substance. It is possible that the length criteria will not be reached. |
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