Summary of the Nursing Scenario
A local Los Angeles, California, facility has introduced a new administration. As the nurse manager, I am responsible for ensuring that the new management team has the support of the employed nurses at the facility. I have designed a plan with several steps to guarantee the nurses can handle the change.
Description of the Change Model
It is proper to refer to Kotter’s 8-Step Model of Change when creating a plan for nurses to follow during an organizational change. The model encompasses establishing a sense of urgency, forming powerful guiding coalitions, developing a clear vision and strategy, and effectively communicating the vision (Hanelt et al., 2021). Additionally, eliminating obstacles and empowering employees to take action, creating short-term wins, consolidating gains, and strengthening change by anchoring it in the organizational culture.
Application of Kotter’s 8 Steps of Change to the Situation
Creating a Sense of Urgency
The first step is to create urgency, which can be achieved by identifying and highlighting the potential dangers and consequences that may occur in the future. Secondly, by examining the opportunities the nurses can tap into through effective interventions (Hanelt et al., 2021). Thirdly, by initiating honest dialogues and discussions with the parties involved, we can prompt individuals to consider the prevalent issues and offer convincing reasons to them (Laig & Abocejo, 2021). Lastly, by requesting the involvement and support of all stakeholders, the nurses.
Forming a Powerful Guiding Coalition
The second step in the plan is to form a potent guiding coalition, which is achieved by identifying effective change leaders within the facility and stakeholders, and requesting their commitment. With the nurses, it would be proper to create a grand coalition that will work as a team (Laig & Abocejo, 2021). The leader can identify areas of weakness within the team and ensure that the group comprises influential individuals from diverse departments and levels within the facility.
Creating a Vision and Strategic Initiatives
The next step is to develop a vision and a strategy. The leader can achieve this by determining the core values and defining the eventual vision and approaches for implementing the necessary change in the facility. They can ensure that they describe the vision effectively and in a way that the nurses can easily comprehend and follow (Hanelt et al., 2021).
Communicating the Vision
The fourth step in the plan would be to communicate the vision. It is essential to relay the information powerfully and convincingly (Laig & Abocejo, 2021). This is possible by connecting the vision with every crucial aspect, such as training and reviews. Lastly, the nurse leader can address the concerns and issues that the nurses have raised.
Empowering Action
The fifth step in the plan is to remove or eradicate the obstacles. The nurse leader can ensure that the organizational processes and structure of the facility are established and aligned with the overall vision (Laig & Abocejo, 2021). They can check for any hindrances or nurses resisting change and implement proactive actions to eliminate complications involved in the change process (Hanelt et al., 2021). Lastly, in this step, the leader rewards individuals who endorse and support change.
Generating Short-Term Wins
The sixth step is to create short-term wins, especially in the early phases of change, which gives a feeling of victory. The leader can establish multiple short-term targets rather than one long-term goal, which can be achieved with less possibility of failure (Hanelt et al., 2021). After that, they can reward the nurses’ contributions in meeting the objectives.
Consolidating Gains and Producing More Change
The seventh step in the plan is to consolidate gains by achieving continuous improvement through evaluating success stories individually and drawing on experiences from other facilities.
Anchoring New Approaches in the Culture
The final step is to integrate the change into the organizational culture within the facility (Laig & Abocejo, 2021). The leader can discuss the success stories associated with change initiatives and ensure they become integral to the facility and workplace culture.
References
Hanelt, A., Bohnsack, R., Marz, D., & Antunes Marante, C. (2021). A systematic review of the literature on digital transformation: Insights and implications for strategy and organizational change. Journal of Management Studies, 58(5), 1159-1197. Web.
Laig, R. B. D., & Abocejo, F. T. (2021). Change management process in a mining company: Kotter’s 8-Step Change Model. Organization, 5(3), 31-50. Web.