Introduction
The implications of violence in psychiatric hospitals can be far-reaching, leading to physical and emotional trauma for both staff and patients. Mental health professionals and staff must ensure that the psychiatric facility is secure and that all individuals are safe from potential harm by other patients or staff members. To create a safer environment, it is essential to create a plan to address the issue of violence and to incorporate Lewin’s three-step model of change. In addition, we might consider adding security officers to the hospitals.
The Lewin’s three-step change model is an invaluable tool for creating successful change plans. This model, developed by Kurt Lewin in the 1940s, consists of three stages: unfreezing, changing, and refreezing (Brunes, 2019). Each stage requires specific actions and strategies to move forward, and this model can be applied to any change effort. By applying these steps of change to the task of implementing enhanced security in psychiatric hospitals to decrease violence, a comprehensive plan can be developed that will effectively achieve the desired outcome.
Addition of Security Officers as a Practice Change
The implementation of a security service in psychiatric hospitals can reduce the level of violence within the facilities and provide safety for both staff and patients. However, such a decision must be carefully considered. Security staff must be trained in specific methods of working with mentally ill people, as well as have experience in psychiatric facilities. In addition, a security service may cause additional stress and discomfort for patients, which can lead to negative consequences. Overall, adding security staff should be considered as one tool to ensure safety in psychiatric facilities, but not as the only solution for reducing the level of violence.
Steps of Change
Unfreezing
The first step in Lewin’s three-step change model is unfreezing. Such a process identifies the current state of affairs and assesses what needs to be changed to create a more secure environment (Brunes, 2019). This is a crucial step as it allows for an accurate assessment of the current situation and allows the change agent to understand what needs to be done to make the necessary improvements.
In this case, it is important to assess the current security measures at the psychiatric hospital, the types of violence that are currently occurring, and the underlying causes of the violence. This information can then be used to develop an action plan that focuses on addressing the root causes of violence in order to create a safer environment.
Identifying and consulting the stakeholders, including mental health professionals, hospital staff, patients, and other knowledgeable or insightful individuals, is essential for properly unfreezing the existing situation. Interviews, surveys, and other data collection methods should be employed to gain valuable input from these stakeholders, which can be used to determine the necessary changes.
Changing
The second step in Lewin’s change model is to change or transition to the current situation. This involves creating a plan for integrating the desired security measures and recognizing the assets needed for a successful execution (Brunes, 2019). Additionally, staff must be instructed on the new procedures and comprehend the significance of following the security protocols. When creating the change plan, It is crucial to evaluate the possible effects of the modifications on patients and other stakeholders, making sure that the plan is formulated in a way that does not compromise the quality of care that patients receive.
Furthermore, when developing the change plan, it is essential to consider the potential impact of the changes on the patients and other stakeholders (Brunes, 2019). The plan should be designed in such a way that it does not negatively affect the quality of care that the patients receive. Overall, the goal of this change plan is to ensure that psychiatric hospitals have the necessary security measures in place in order to reduce violence. By taking the necessary steps to assess, plan, implement, and monitor the changes, the hospital can create a secure environment for its staff and patients.
Freezing (or Refreezing)
The third step in Lewin’s change process is to refreeze the new situation. This involves monitoring the changes to ensure they are effective and achieve the desired outcome (Brunes, 2019). It also involves evaluating the impact of the changes and implementing modifications to the strategy if needed. In the case of enhancing security to decrease violence in psychiatric hospitals, the desired outcome is a reduction in the amount of violence that occurs. To measure this, the staff can track the number of violent incidents that occur and assess the effectiveness of the security protocols in preventing or mitigating such incidents.
In summary, the freeze (or refreeze) step of Lewin’s change process is an essential step in creating a change plan for enhancing security and decreasing violence in psychiatric hospitals. This step provides an opportunity to fully evaluate the plan and make any necessary adjustments before the plan is implemented. By taking the necessary time to ensure that the plan is effective and well-thought-out, it is much more likely that it will succeed in achieving its desired outcome.
Conclusion
To conclude, improving safety measures to reduce aggression in mental health facilities is a complex and challenging task. However, by following Lewin’s steps of change and developing a comprehensive change plan, it is possible to successfully implement the desired security protocols and achieve the desired outcome. It is important to remember that change is not a one-time event but is an ongoing process. By following Lewin’s steps, organizations can ensure that they are successful in their change management efforts. Through unfreezing, changing, and refreezing, the security protocols can be implemented in a way that is beneficial to the patients and staff while also providing a secure environment.
Reference
Brunes, B. (2019). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), 32–59. Web.