Part I
Lewin’s Change Management Model would be best in implementing best practices in healthcare practice. This model provides critical steps required to implement change in an organization/practice.
For this model to be useful in implementing best practices in healthcare, Lewin advocates for three steps necessary: freeze, change, and refreeze (Levasseur, 2001). In the first step (freeze) managers in healthcare identify the need to implement best practices. This step is necessary for managers to select practices that need to be implemented. The pros and cons of deliberate practices are also pinpointed. The next step of the model (change) facilitates the practical implementation of the change by providing continuing education to the staff regarding the practice. The model also offers counter mechanisms for challenges encountered during implementation (Levasseur, 2011). The last step of the model (refreeze) is essential to help care providers adapt and amalgamate the new change in the practice.
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Implementing change in healthcare practice would require the collaboration of all parties involved in the change process (Porter-O’Grady & Malloch, 2015). I would apply this change first through enlisting healthcare expertise with sufficient knowledge of the intended change.
. Moreover providing substantial resources to replace previous practices would be essential. The strategies of equipping the practice would be effective when using Lewin’s change management model.
The process of implementing best practices may encounter challenges such as confusing strategy. This is where healthcare management may fail to provide a clear call of actions for implementing change from bottom-up — over-controlling leadership, which relies on command-and-control method rather than nurturing. Care providers may lose trust in such leadership, thus hindering the implementation of best change. Also, one-way communication between care providers and the management would prevent the sharing of critical information during application (Warren et al., 2016). This would be due to the lack of formal or informal means to connect with creative personnel during the process.
References
Levasseur, R. E. (2001). People skills: Change management tools—Lewin's change model. Interfaces , 31 (4), 71-73.
Porter-O'Grady, T., & Malloch, K. (2015). Leadership in nursing practice . Jones & Bartlett Publishers.
Warren, J. I., McLaughlin, M., Bardsley, J., Eich, J., Esche, C. A., Kropkowski, L., & Risch, S. (2016). The strengths and challenges of implementing EBP in healthcare systems. Worldviews on Evidence‐Based Nursing , 13 (1), 15-24.
Part II
I can be a change agent guiding others from process focus to outcome focus by being a role model in initiating change that focuses on the results rather than the process (Lau et al., 2015). If I develop a self-focus strategy towards achieving the set objectives, I would be able to influence and lead others to implement the desired change. As a role model, I will have the opportunity to interact with others in place of work and help them direct their energy and expertise towards the desired outcome. Also, I will be a change agent through participating in policymaking process aimed to shift people’s focus towards the outcome. Involvement in the policymaking committee will give me a chance to change the focus of the entire organization. Moreover, communicating the significance of outcome focus over the process focus will motivate others to change.
In the healthcare setting, the objective of outcome focus is to achieve the best care for patients and developing a patient-centered vision. Therefore, by influencing a healthcare organization policy-making process, I can change the focus of the organization towards concentrating on patients’ wellbeing at the end of providing care (Browne, Cano & Smith, 2017). Additionally, monitoring patients after providing care would motivate other care providers to embrace the change and focus on the outcome.
Patient satisfaction is the center of attention of outcome focus approach. Therefore, initiating change would help to improve satisfaction brought about by providing quality care. Outcome focus system in healthcare aims at reducing the variation in how various conditions are treated. This process requires care providers to apply accurate diagnosis and treatment to improve patients’ conditions. However, process outcome emphasizes applying the set procedures even if the outcome may not result in patients’ wellbeing. Change to outcome focus also would benefit healthcare organizations through the reduction of the overall cost incurred (Dawson et al., 2010). A lot of money is spent through process focus. Most of the expenditures are attributed to too much administration and procedures in the care process, which often results in low-value care. Achieving self morale is also critical in the outcome focus system since care providers are reimbursed for patients’ outcome and not procedures employed.
References
Browne, J. P., Cano, S. J., & Smith, S. (2017). Using patient-reported outcome measures to improve health care: time for a new approach. Medical care , 55 (10), 901-904.
Dawson, J., Doll, H., Fitzpatrick, R., Jenkinson, C., & Carr, A. J. (2010). The routine use of patient reported outcome measures in healthcare settings. Bmj , 340 , c186.
Lau, R., Stevenson, F., Ong, B. N., Dziedzic, K., Treweek, S., Eldridge, S., ... & Peacock, R. (2015). Achieving change in primary care—effectiveness of strategies for improving the implementation of complex interventions: a systematic review of reviews. BMJ open , 5 (12), e009993.
