Feb 23, 2024 DQ Compare and contrast two different change models
LDR 615 Topic 3 DQ 1
Compare and contrast two different change models. What leadership approach would you use to implement your preferred model? Why?
The two change models I would consider are ADKAR and Kotter’s 8 steps. The ADKAR model incorporates the five steps spelled out in the acronym, starting with Awareness of the need to change, Desire to participate and support the change, Knowledge of how to change, Ability to implement the change, and Reinforcement to sustain change (Ramakrishnan, 2014). Kotter’s eight steps begins with Create Urgency, Form a powerful coalition, Create a vision for change, Communicate the vision, Empower action, Create quick wins, Build on the change, and ends with Make it stick.
The two models are similar in their structure approaching change. Both models begin with an awareness of the need for change to occur, and escalate the change through enforcing the desire to participate and encourage participation in the change process. Both of the change models also end with building on the change and sustaining change. While the two are worded differently, they follow a close pattern in their approach to change.
The facility I am currently working in is in the process of a merger with a larger organization. When the corporate plan for the use of Kotter’s eight steps was revealed to facility leaders and shared to the staff through different means, many of the staff expressed concerns with what it all meant. The word “Jagon-ese” was quickly coined among staff members to express the way it was expressed. For this reason, I would choose ADKAR. The ability to explain the process and steps to create buy-in among staff is the most important part of the process, otherwise the change becomes difficult in the beginning, and since Kotter’s is not easily implemented and explained to individuals, it makes it more difficult to create buy-in. (McCarthy, 2011).
The leadership style I would prefer to use is a servant leadership. This style empowers followers and encourages them to grow their career. This leadership style can help to create buy-in through support, growth, and interaction.
The two change models I’d like to review are the ADKAR and the Lewis models. An organization’s success can be defined by its ability to transition and change as medicine and technology advances. A dynamic healthcare environment requires productive organizational change. A project or change management refers to the process, tool, finances, and equipment needed for the change,
The ADKAR model focuses on actions and outcomes needed for the change; it is a simple model to learn (Connelly, 2023). ADKAR stands for awareness, desire, knowledge, ability, and reinforcement, five steps that create the framework for the change.
Awareness of the need for change.
Desire to support and be involved.
Knowledge of how to change.
Ability to implement.
Reinforcement to sustain.
Educating and bringing forth the understanding and need for the change will achieve the buy-in of the team. Then the desire for support and participation in the change will grow. Steps one and two and critical. Once the unit is on board training and education can begin providing them with the ability to implement the change and create strategies to sustain the change. The ADKAR model should be followed in directed order otherwise the organization can risk the team reverting to old practices and workflows resulting in adverse outcomes.
A physicist and social scientist, Kurt Lewin, developed The Lewin Model. The model follows a three-step process:
Unfreeze
Change
Refreeze
The model allows processes that are working to remain while inviting new and better methods. Lewin’s model has a great framework that can be followed to understand what needs to change (unfreeze), what changes must occur to meet the need (change), and lastly evaluating and keeping the new practice (refreeze) (Burnes, 2020). The unfreeze stage refers to the discovery of what needs to change. The change stage refers to the communication between the change practitioner, often management, and the end-users. In the refreeze stage the change is a permanent change.
My leadership approach to implementing my preferred model would be team involvement. Stakeholders should always be involved in the process of change that will occur in the organization. Many stakeholders are investors and financially contributing to the organization making them the balance between finances and budgeting. They are also aware that successful change and growth will result in increased patient and staff satisfaction. Higher satisfaction scores decrease staff turnover and increase patient numbers. Both models reviewed would help bring successful change results. I would personally prefer to use the ADKAR because it focuses on the steps necessary for the change making it easy to identify where there is a struggle and where support is needed.
Disruptive change may affect an organization in a positive or negative way where there is a sudden unexpected powerful or abrupt change occurring within the organization. This could be with policies, procedures, and day to day operations. Our reading discussed how two companies, Reuters and Thomson merged, bringing in their policies, employees the vision they wanted to create, while becoming successful (Smedley, 2010). All the changes within these two companies did not happen in a day (Smedley, 2010). Mission Health was a non-profit hospital and was bought in 2023 by a for profit hospital. This was a powerful change within our organization related to leadership, supplies, and staffing ratios. When the companies merged, very similar to our reading, the company became successful without affecting the care of the patients. When incremental change happens within the organization it is a slow-moving process allowing time for leaders to express their vision and have time for discussions around the change (Kotter & Cohen, 2002). Incremental changes are small but meaningful to the organization sustaining momentum to achieving the final goal. A disruptive change that occurred within my organization was the visitation policy during COVID-19. Working in pediatrics we encourage parental guardians to stay with patients throughout the hospitalization with siblings and extended family visiting until 8pm. When COVID disruptive healthcare, our visiting policy shifted to only one care giver at a time in the room, and no sibling contact either. This was very difficult for families to decide who would be staying the night with their sick child. Both parents wanted to stay to be the support for the other parent and be a familiar face to their child but found themselves without visiting for the length of the stay. Siblings struggled not seeing one another during this time and this brought anxiety, fear, and anger into our units during COVID when nursing staff was short staffed. Nursing felt the heart ache with patients and families and spent a lot of time comforting the parent at the bedside. As restrictions were lifted, in the world of pediatrics we did not lift those restrictions in our organization after mask could be removed and patients could have visitors. We continued to keep our pediatric population protected, but families did not understand the reason for not making the change when the organization made the change to lift restrictions. As a unit, we had to communicate the vision, and the “why” behind the choice we made. In May of 2023, we lifted our visiting policy for our patients, and families and welcomed siblings back into the unit. This brought joy into our units, when we see the whole family in the room, playing with games, or having pet therapy come around, joining in for movie day in the teen room. Providing patient family centered care is to me what nursing is all about it.
References:
Kotter, P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Press.
Smedley, T. (2010). “It is possible to manage disruptive change and take staff with you.” People Management, 16–19.
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