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What Is Kurt Lewins Theory Of Change In Nursing

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Discussion
The proposal will be piloted on a medical ward focusing on adults 65 and above. It will be piloted for six months as this will give the change agent sufficient time to implement a symbol and assess the effectiveness of the change. A detailed audit of the number of patients with a DNAR would be the starting point as this would identify all patients ages 65 and above on the medical wards. It will be tested on a relatively small scale, starting with four patients, and then increase the numbers as the ideas are developed. As a result of the change the expected outcome is that the number CPR incidents to be reduced by 8% and communication is used effectively so all health professionals are aware of the DNAR status.
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However, the change theory selected for implementation of the proposal is the Kurt Lewins (1951) theory. Kurt Lewins 3 stage theory of change is normally referred to as unfreeze, change and refreeze (Syque, 2007). The model implies a very simple and beneficial model for understanding the change process. The first stage unfreezing is the process which comprises of discovering a method of making it possible for people to let go of an old pattern that was counterproductive in some way. Unfreezing is wanted to overcome the stresses of individual resistance and group traditionalism. The second stage change, is a process where the society must change or move into this new state of being. This fluctuating step, also referred to as 'transitioning' or 'moving,' is marked by the implementation of the change. This is while the change becomes real. Subsequently, the time that most people struggle with the new reality. It is a time noticeable with doubt and fear, making it the toughest step to overcome. Throughout the changing step people begin to acquire the new behaviours, processes and ways of thinking. The more ready they are for this step, the easier it is to complete. For this reason, education, communication, support and time are critical for employees as they become aware with the change. Lewin (1951) called the final stage of his change model freezing, but many refer to it as refreezing to represent the act of highlighting, stabilizing and setting the new state after the change. The changes made to organizational processes, goals, structure, offerings or people are accepted and refrozen as the new norm or status quo. Lewin (1951) found the refreezing step to be predominantly essential to check that people do not return back to their old ways of thinking or doing prior to the implementation of the change. Efforts need be made to promise the change is not lost; somewhat, it wants to be cemented into the

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