Problem
A problem that has been identified as needing changed is low
attendance at unit staff meetings. Low
staff attendance at unit meetings hinders communication of unit changes and
recommendation. Inadequate communication
between staff and management negatively affects the ability to achieve the goals
of the organization and promote optimum patient outcomes.
Advantages/Disadvantages
of Change
There are many advantages to staff attendance of
meetings. Rapport is developed and
improved between staff and management when communication is promoted. Staff would have an increased awareness of
changes taking place in the department by attending meetings. Staff must be aware of changes taking place
in order to remain compliant.
The disadvantages of increased attendance at staff meetings are
related to staff perception and attitudes towards attendance. If the staff views meetings as an
inconvenience or waste of time, they perceive they are being “forced” to
attend. If staff has a negative
connotation regarding meeting attendance, they will not be receptive to the
information offered. In order to avoid
the disadvantages of increased attendance, the staff must view the meetings as
important and informative. Staff must
view the meetings as having a positive influence on their nursing practice.
Change Theory
Lewin’s Change Process will be used to address and change to
problem of low attendance at unit staff meetings. Lewin suggested three elements for successful
change and promoted increased understanding about how groups and organizations
change (Huber, 2010, p.59). This method
was chosen due to the emphasis placed on the idea that no single intervention
is suited to all situations (McGarry, Cashin, and Fowler, 2012). The plans for change and methods to achieve
change are individualized and based upon the group dynamics of the staff
undergoing change. Behaviors related to
and barriers to overcome to achieve change are explored and understood in order
to develop an individualized change plan.
Outline a Plan for
Change
The outlined plan is based on the three step model of change
developed by Lewin: unfreezing, moving, and refreezing. The change process begins with
unfreezing. Unfreezing would take place
by motivating staff and assessing readiness for change. The staff would explore the problem of
meeting attendance and work to generate solutions. Those involved in the change must understand
and accept the necessity of change (Huber, 2010, p.60). Management would provide current meeting
attendance percentages and offer education to staff related to benefits of
increased meeting attendance.
In order for the staff to feel motivating to make change,
conditions must be created to promote new behaviors. Management would promote change by supporting
staff and allowing for input to identify barriers to the ability to attend
meetings. The behavior of low attendance
at meetings can only be unlearnt if the staff is willing to challenge the
existing problem. Fears and opinions
related to mandating an increased attendance rate would be explored. Resistance to change is overcome by
understanding and counteracting barriers and anxiety related to the change
(McGarry et al., 2012, p.66).
Moving is the next step of the change process. Moving occurs when the staff moves to a new
level of behavior. The process of moving
requires trial and error. In order for
the change to occur on the individual and group level, the expectation of
meeting attendance must be specific and accepted by the staff (McGarry et al.,
2012, p.66). Management and staff would
agree upon a required number of meetings that must be attended annually. Management would also encourage staff input
related to barriers of meeting attendance.
In the refreezing phase, management would make changes to overcome
meeting attendance barriers. Visible
increases in meeting attendance would occur as a result of the change being
planned and initiated (Huber, 2010, p.60).
Refreezing is the final step of Lewin’s model of change. The new changes are integrated and stabilized
during refreezing. Equilibrium of the
environment and behaviors is re-established during this stage. Adjustment to change must be achieved at the
group level for the change to be sustained (McGarry et al., 2012, p.267). The manager plays a vital role in the
refreezing stage. Reinforcement of
behaviors is crucial. Leaders must
provide positive feedback, encouragement, and constructive criticism (Huber,
2010, p.60). Monitoring attendance and
discussing positive outcomes related to increased attendance with staff
encourages open communication between management and staff related to change
behaviors.
Anticipate Reactions
Staff support and feedback from nursing leadership is necessary
for the long term success of increased staff attendance at meetings. Staff may react negatively to the change of
mandating increased meeting attendance. By
including frontline staff in the change process, management would increase
staff buy-in. If staff remains unhappy
and views meeting attendance as an inconvenience, management would encourage
open communication and suggestions for overcoming barriers. Allowing staff input on meeting
day/times/length of meetings would encourage effective change implementation.
Lewin’s model of change is a fluid process. Change results from trial and error. It requires staff support. The manager’s role in change is to offer
constant education, motivation, enthusiasm, and team building (Huber, 2010,
p.60). In order for change to be
effective and sustained, the staff must view the change as congruent with their
values.
References
McGarry,
D., Cashin, A., & Fowler, C. (2012). Child and adolescent psychiatric
nursing and the 'plastic man': Reflections on the implementation of change
drawing insights from Lewin's theory of planned change. Contemporary Nurse: A Journal for the Australian Nursing Profession, 41(2),
263-270.
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