Evidence_Based_Practice_Proposal__Change_Model_2.

Evidence-Based Practice Proposal- Section D: Change Model Nadine Raymond Grand Canyon University Nursing 590 9/11/2019 This study source was downloaded by from CourseH on :46:04 GMT -05:00 This study resource was shared via CourseH Evidence-Based Practice Proposal- Section D: Change Model 2 Evidence-Based Practice Proposal- Section D: Change Model The change model for this project is Duck’s change curve model. Duck argues that there are three basic essentials of working through change. These include strategy, execution, as well as sensitivity to behavioral and emotional problems. Even though Duck’s main focus is on the third aspect, the other two are clearly recognized. Duck presents a 5-phase framework referred to as the change curve for comprehension and management of the human aspect of the change process. The phases include stagnation, preparation, implementation, determination, and fruition. Any stage in Duck’s change curve model is capable of awakening the “change monster”, the fears and emotions of the people confronted with change (Awad, Sherratt, and Jefferies, 2015). The first stage is stagnation. A number of factors like poor execution, outdated technology, limited resources, lack of new services or products, product failure, changes in the market, inadequate leadership and poor strategy can bring about stagnation. During this stage, the team gets demoralized or depressed, with symptoms that are characteristic of a depressed individual, including lack of motivation and energy, difficulty making decisions, and general slowness. In order to determine if the team is in the stagnation phase, three types of information are essential: internal and external emotional or qualitative data as well as quantitative data. Managers need to determine the outdated behaviors and beliefs that are predominant in the team that might prevent managers from executing winning strategy when making an attempt to get out of stagnation[ CITATION Jal181 l 1033 ]. The second stage is preparation, during which issues related to operational management are addressed. This stage includes the determination of the critical tasks of the team, or products; definition of new responsibilities and roles; and designing of a new structure. Assessing how This study source was downloaded by from CourseH on :46:04 GMT -05:00 This study resource was shared via CourseH Evidence-Based Practice Proposal- Section D: Change Model 3 team members perceive the change is crucial during this phase. This can be done through the Ready, Willing, & Able Assessment technique. This technique’s major focus is on three features of preparedness, namely ability to change, willingness to change, and readiness to change. Given the fact that preparation is an in-between phase that is filled with uncertainty and anxiety, the majority of action-oriented teams have a tendency to skip this stage only to revisit it later. In the event that team members do not have sufficient belief in the need for change, or they do not have adequate understanding of the plan and do not endorse it, the change effort can wane at the implementation stage[ CITATION Ley16 l 1033 ]. The third stage of Duck’s change curve model is implementation, during which the rule of thirds is expected. One third is likely to welcome the changes with differing levels of enthusiasm, one third will view the changes as immaterial to themselves, while one third will oppose and fight back secretly or openly, while. According to Duck, the first group ought to be reinforced, the second group should be educated, while an attempt should be made to convert the third group by tackling any genuine concerns or questions they may have. Failure to address concerns and fears will result in third group infecting the other two, thus sabotaging the change effort completely. During implementation, communication assumes a new importance. It is crucial to keep the change efforts heading in the right direction and ensure each team member is aware of what is being done by the others[ CITATION Jal181 l 1033 ]. The fourth stage of Duck’s change curve model is determination, which is critical as teams frequently experience change fatigue regardless of the outcomes of their collective effort. Individuals often get tired as a result of protracted expenditures of energy and time rethinking their everyday work and changing their mode of operating. Team members may look to find excuses to abandon the difficult transformation path and continue the old ways. In the event that This study source was downloaded by from CourseH on :46:04 GMT -05:00 This study resource was shared via CourseH Evidence-Based Practice Proposal- Section D: Change Model 4 problems are not addressed honestly, the team can find itself in stagnation. The last stage of Duck’s change curve model is fruition. During this phase, all the hard work pays off, with team members getting energized and optimistic. However, celebration during the fruition phase may develop into self-congratulation, and result in complacency as well as a belief that change has been accomplished (Awad et al., 2015). First, I would conduct an analysis of three types of information- internal and external emotional or qualitative, as well as quantitative data- to determine whether my team is in stagnation. I would also try to find out what outdated behaviors and beliefs are preventing nurses from executing a winning strategy. For instance, nurses may be reluctant to embrace cardiovascular exercise as a way of preventing burnout because of fear of being labelled unable to cope. Other barriers include lack of motivation and inadequate social support. During the preparation phase, nurses would be educated on the importance of exercise, as they are frequently faced with the limits of care, especially when handling terminally ill patients. During the implementation stage, I would try to convert the third group of nurses (those who fight and resist the introduction of cardiovascular exercise) by addressing legitimate concerns like heavy workload and lack of free time. During the determination stage when team members are experiencing change fatigue, I would keep honest communication open, and remind nurses of their place as role models for patients in terms of influence on attitudes toward exercise. During the fruition phase, I would allow the nurses to celebrate the outcomes of the change, such as reduced burnout, and urge them to stay focused and avoid being complacent. I would also encourage nurses to engage in easy stretches and workouts while at work. For instance, they can perform desk or chair pushups, or leg lifts. This study source was downloaded by from CourseH on :46:04 GMT -05:00 This study resource was shared via CourseH Evidence-Based Practice Proposal- Section D: Change Model 5 References Awad, R., Sherratt, S., & Jefferies, M. (2015). Applying a new model of organizational change management in health. Change Management, 14(1), 1-13. doi:10.18848/2327- 798X/CGP/v14i01/50766 Jalagat, R. (2018). Reflecting change in a changing world: The human and spiritual dimension. European Business & Management, 4(3-1), 1-5. doi:10.11648/.s.1.11 Leybourne, S.A. (2016). Emotionally sustainable change: Two frameworks to assist with transition. International Journal of Strategic Change Management, 7(1), 23-42. Retrieved from This study source was downloaded by from CourseH on :46:04 GMT -05:00