Kurt Lewin developed the theory of change in patient care. The theory includes three main categories: driving forces, constraints, and balance or balance that is achieved as a result (Barto, 2019). This model includes actions such as defrosting, changing and subsequent freezing. Another approach in this paper will be the McKinsey 7S Model. Structurally, both theories are pretty similar. However, they are combined in a core that establishes a certain balance, with the difference that McKinsey has driving forces instead of: style, strategy, people, systems, skills, and structure. With the help of this model, as a rule, more complex structures are assessed, such as an entire medical organization. However, using this model within the framework of one specific case may be promising in patient care.
The first model involves finding a solution in two ways: how to contain negative impacts and improve positive ones. The McKinsey 7S Model, in turn, evaluates the organizational design of the company as a whole. However, if it is applied to more specific cases, one can get a more complete picture of the results. Evidence-based interventions are treatments that are based on positive assessments when done with diligence. The most popular is the Kurt Lewin model, but my mentor applied McKinsey’s theory to the case of patient care. This relatively new approach allows looking at patient care from a new, unexpected side. This model most clearly identifies the action plan, the available human and other resources to solve the problem, and defines the complete action plan, including its strategy and structure (Perveen & Habib, 2017). A more complete picture will make it possible to use this model in practice more successfully.
References
Barto, D. (2019). Nurse-driven protocols. Nursing2020 Critical Care, 14(4), 18-24.
Perveen, S., & Habib, S. S. (2017). Identifying constraints for hospital infection control management via Mckinsey 7s framework in Pakistan. Pakistan Journal of Public Health, 7(4), 213-222.