NUR 514 Topic 3 DQ 2 As a nurse leader, how could you draw from change theory to address these concerns and encourage collaboration on the committee?

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You have been selected to serve on a community outreach committee within your state’s nursing organization. The committee includes registered nurses of different specialties. At your first meeting, it becomes evident that not everyone is in agreement with a recent position statement about the role of spiritual care, with some members arguing they will no longer support the committee if the position statement is not revised or reversed. As a nurse leader, how could you draw from change theory to address these concerns and encourage collaboration on the committee?

KETLIE

Re: Topic 3 DQ 2

Being a leaders comes with many challenges. Sometimes these challenges will call for creative solutions to bring multiple parties to the table with a solution that will work for everyone. In healthcare, the common goal is serve the needs of the patients and the public’s health needs. In the scenario presented, the nurse leader will have to start of by reminding everyone involved in the committee what the common goal is of the committee and who they are serving (the public). Disagreements and the unwillingness to comprise can overcloud judgments and decisions. “When teams are faced with adversity, the tendency can be to pass blame and begin to question the system, management or leadership. Challenges require every member to remain committed to the ultimate goal, which in the case of health care is patient care” (Bosch & Mansell, 2015)

Lewin’s change theory provides a blueprint on resolving conflicts among groups who have differences of opinion. Lewin’s Change Theory discusses three major components: driving forces, restraining forces and equilibrium. “Driving forces are those that push in a direction that causes change to occur, restraining forces are those forces that counter the driving forces and Equilibrium is a state of being where driving forces equal restraining forces, and no change occurs” (Nursing Theory, n.d.). When dealing with conflict among groups of individuals with different visions, I would draw from the equilibrium force. The obvious reason would be due to the fact that in this states, parties can be brought to the table with each of their ideas presented and from their choose from each side what closely matches the vision and purpose of the committee and ultimately the public. This will allow the leader to pull all parties in the same direction with the ideas that the each party has the closely aligns with the end goal.

References:

Bosch, B., & Mansell, H. (2015). Interprofessional collaboration in health care: Lessons to be learned from competitive sports. Canadian pharmacists journal : CPJ = Revue des pharmaciens du Canada : RPC, 148(4), 176–179. https://doi.org/10.1177/1715163515588106

Nursing Theory. (n.d.). Lewin’s Change Theory. Retrieved from: https://nursing-theory.org/theories-and-models/lewin-change-theory.php

RESPOND HERE (150 WORDS, 2 REFERENCES)

This is insightful Ketlie, there are different challenges associated with leadership. Some of these challenges often arise from conflicts caused by misunderstandings on different issues. As a result, leaders ought to formulate different strategies on how to solve problems by addressing the issues favoring or rejecting anyone’s opinion (Tjosvold et al., 2019). There is the need for team leaders to set common goals that would guide committee members into making the right decisions and creating the right environment for operational processes. To provide effective solution to the conflicting issue given above, there is the need for the committee members to consider Lewin’s Change Theory discusses three major components: driving forces, restraining forces and equilibrium. understanding Lewin’s Change Theory is critical in providing solution to the conflicts by creating agreements and understanding among the committee members. Solving conflict using Lewin’s theory should incorporate creating or common goals by bringing people together to overcome conflicting issues (Bastyr, 2019).

References

Bastyr, V. (2019). Managing Conflict in Healthcare Organizations (Doctoral dissertation, The College of St. Scholastica). https://www.proquest.com/openview/fa5fa56532be89d202eeb0d99d77425b/1?pq-origsite=gscholar&cbl=18750&diss=y

Tjosvold, D., Wong, A. S., & Chen, N. Y. F. (2019). Managing conflict for effective leadership and organizations. In Oxford research encyclopedia of business and management. https://doi.org/10.1093/acrefore/9780190224851.013.240

LA SHIONNA

Re: Topic 3 DQ 2

Almost all aspects of our daily life will change at some point or another. There are times when change is accepted with open arms, and other times change is met with resistance. Meeting resistance within an organization or committee is expected when members have originated from different specialties. There are certain models in place that ease the resistance when change is necessary.

As a nurse leader to this community outreach committee, I would use the Eight Steps of Change Process to the best of my abilities to, “combine lesions from traditional theories of change with those of complexity science” (DeNisco & Baker, 2016, p. 111). First, it is important to make sense of the resistance and figure out what exactly some members want revised. A Change team must then be created because “the best change outcomes involve the ideas and expertise of many people” (DeNisco & Baker, 2016, p. 112). Representation from all committee members would be carefully considered. The team then develops a shared vision, and the forces of change are considered. Data and information can be analyzed to assist in this process. Next, a work plan for change implementation would be used. These plans may need to remain flexible or consider multiple actions for one or more objectives (DeNisco & Baker, 2016). The changes need to then be implemented and then evaluated. Time needs to be taken into consideration when these two steps are completed because effective change happens over time. When the needs have been met, refreezing or incorporating the changes into the culture occurs. It is important to take the ideas of all committee members into consideration to ensure effective collaboration with one another. Collaboration from all helps the nurse leader enact changes in the most successful of ways.

Reference

Denisco, S.M., Baker, A.M. (2016). Advanced practice nursing: essential knowledge for the profession. Burlington, MA. Jones & Bartlett Learning.

RESPOND HERE (150 WORDS, 2 REFERENCES)

This is insightful, La Shionna, change is dynamic, especially in the organizational setup, and this calls for everyone to prepare for any possible change process. However, there are always problems associated with the change process (Bastyr, 2019). First, differences in opinion caused by the different perceptions of people are a major cause of conflicts. Transformational leaders should therefore develop different strategies to ensure conflict resolution. For instance, they need to develop common goals, vision, and mission to ensure that everyone thinks and operates in the same perspectives. Leaders should also ensure the consideration of everyone’s opinion. In the decision-making processes, there is always the need to involve everyone and to consider their opinions. Additionally, there is the need for the committee leader in the above case to consider Lewin’s Change Theory with all the three major components, including driving forces, restraining forces, and equilibrium (Sarayreh et al., 2018). Using the third component of the theory, equilibrium, the team leader should bring people together to enhance conflict resolution and bring together diversified opinions.

References

Sarayreh, B. H., Khudair, H., & Barakat, E. A. (2018). Comparative study: The Kurt Lewin of change management. International Journal of Computer and Information Technology, 2(4), 626-629. https://d1wqtxts1xzle7.cloudfront.net/33293215/Paper020413-with-cover-page.pdf?Expires=1620806050&Signature=FODi8ZZGfNZrNlR4WCLy0Y0NCPMRzPcun0hYiTylIKBGLfn6wsBk~BGbeAO98Uu3Tmc-fP7CP0ElYetAP7fYLQwI5n8ihgyFYr76PTvbpM8d5jyFClZJrjMjD6U8WLH-4d0dL8Fd5zbja~mYESGHQ4lbAahAczFAgxm28D8oGZ6FkJpu1otLNV9w1O07cWHvCERZ58t~Sklu3v7Q6EG1KlNGrdUiZ9VUkj2Jfp-ok-aasixX-L9XlDoZ~FD~A9dxMmlS43K8hV7SoYIym~GChtZ4lgGEPIB548VrFbPgwaH0L7RLb-J1Z29AbKr3lz99jPmZ~8al6xm8kFE6uk2pGw__&Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA

CAMILLE

Re: Topic 3 DQ 2

The change theory could be utilized to reformulate the position statement about the role of spiritual care. The leader should establish communication amongst all members that there is a need for change and that all participants must put aside their differences to collaborate to create a new position statement (DeNisco & Barker, 2016). The team needs to develop a plan of action that states the participants, the process, the expectations, and the outcome. The first stage is the assessment to identify the problem that needs to be changed (Weberg et al., 2019). Research may be necessary to design the position statement. Clinical or relevant expertise may be used. The team may need to review the old statement to assess what the conflict is about. The next step is team reflection (Weberg et al., 2019). The team gathers together to develop ideas on what should be incorporated in the position statement and why. The leader guides the team toward a positive outcome. The leader maintains the direction of the collaborative effort. In the third step, the ideas are organized and categorized into a plan to be implemented. The leader may have to assist team members in their resistance to change in the position statement. There may need to be further assessment and revision of the position statement in order to create a final statement that everyone agrees upon. The ideas proposed by DeNisco & Barker (2016) and Weberg et al. (2019) suggest that the team identify and recognize ways to work together in an established document that defines those terms to be able to agree and prepare a new position statement reflective of the ideas of all participants. When there is disagreement, the leader may need to step in to drive the conversation in a rational and logical manner towards consensus. A compromise may be necessary. A calm temperament is needed for heated debate.

References

DeNisco, S. M., & Barker, A. M. (2016). Advanced practice nursing: Essential knowledge for the profession (3rd ed.). Jones & Bartlett Learning. https://www.gcumedia.com/digital-resources/jones-and-bartlett/2016/advanced-practice-nursing_essential-knowledge-for-the-profession_3e.php

Weberg, D., Mangold, K., Porter-O’Grady, T., & Malloch, K. (2019). Leadership in nursing practice: Changing the landscape of health care (3rd ed.). Jones & Bartlett Learning. https://www.gcumedia.com/digital-resources/jones-and-bartlett/2018/leadership-in-nursing-practice_changing-the-landscape-of-healthcare_3e.php

RESPOND HERE (150 WORDS, 2 REFERENCES)

This is insightful, Camille; the change process requires the intervention of leadership. In other words, leaders play significant roles in the transformation processes. They are always involved in the decision-making processes to ensure effective outcomes in the change process (Langley et al., 2018). To ensure a successful change process, leaders should establish communication amongst all members that there is a need for change and that all participants must put aside their differences to collaborate to create a new position statement. Besides, leaders can apply Lewin’s Change Theory with all the three major components, including driving forces,

NUR 514 Topic 3 DQ 2 As a nurse leader, how could you draw from change theory to address these concerns and encourage collaboration on the committee

restraining forces, and equilibrium, to conduct change processes (Van de Ven & Sun, 2017). In the above case, leaders ought to seek everyone’s opinion on spiritual care and weigh the best strategies to adhere to. Leaders should also find the best strategies to bring the workforce together. Further, team leaders should set common goals that would guide committee members to make the right decisions and create the right environment for operational processes.

References

Langley, A. N. N., Smallman, C., Tsoukas, H., & Van de Ven, A. H. (2018). Process studies of change in organization and management: Unveiling temporality, activity, and flow. Academy of management journal, 56(1), 1-13. https://journals.aom.org/doi/abs/10.5465/amj.2013.4001

Van de Ven, A. H., & Sun, K. (2017). Breakdowns in implementing models of organization change. Academy of Management Perspectives, 25(3), 58-74. https://doi.org/10.5465/amp.25.3.zol58

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