LDR 615 Benchmark – Change Initiative: Develop a Change Model

LDR 615 Benchmark – Change Initiative: Develop a Change Model

LDR 615 Benchmark – Change Initiative: Develop a Change Model


Successful organizations implement change to achieve their desired outcomes. Change ensures the transformation of the existing systems and processes in an organization. Change enables health organizations to respond effectively to both current and emerging needs in their markets. Change models guide the implementation of change in healthcare. They guide the change implementation strategies and how to evaluate if the desired outcomes have been achieved at any given stage. The implementation of change should aim at ensuring sustainable outcomes (Adams et al., 2019). Therefore, the purpose of this presentation is to develop a change model that would be used in the project.

Various Change Models

Several models of change exist for use in the implementation of change in healthcare. The models differ significantly in the concepts and proposed methods of implementing change. However, they share similar approaches to stakeholder preparation for change, implementation, and evaluation. Health organizations select a change model based on the extent to which they align with their needs. The selection of an appropriate model is crucial in optimizing change outcomes. The different models of change that may be applied to change initiatives in healthcare include Lewin model, transtheoretical, ADKAR, Kotter 8-step, and Kubler-Ross change curve models.

Importance of Change Models

Change models are important when implementing change in nursing. First, the models promotes accountability in the implementation process. The leaders of the change initiative obtain their strategies from the change models. This ensures   accountability in any of the decisions made in the implementation process. Change models also ensure the efficiency in resource utilization when implementing change. Accordingly, they ensure that the implementers of change embrace best practices with minimal potential of failing to produce the desired outcomes. There is the use of evidence-based strategies that optimize change outcomes such as efficiency in the use of the allocate resources for the change. The use of change models also promotes culture of excellence in an organization  (Talevski et al., 2020). The stakeholders learn the importance of utilizing best strategies in implementing change for sustained outcomes.

Created Change Model for My Field

The developed model of change for my field comprises six steps. The first step is needs analysis. This is where change team determine issues of priority in their organizations that must be addressed by implementing change initiatives. The step ensures appropriateness of change. The second step is planning. This is where change team develop strategies needed for the change. It entails strategies such as training change adopters, mobilizing resources, and ensuring the  creation of a supportive culture. The third step is implementation where the change is put into use. The fourth step is monitoring where change them supervise the implementation to ensure it aligns with the developed plan (Mathieson et al., 2019). The fifth step is evaluation where the   change team determine if the desired outcomes were achieved or not. The last step is communicating outcomes to the change stakeholders.

Why the Model will Work with the Organization’s Culture

The model will work with the organization’s culture. First the most supports continuous improvement in the

LDR 615 Benchmark - Change Initiative Develop a Change Model
LDR 615 Benchmark – Change Initiative Develop a Change Model

organization’s change initiatives. It builds on best practices that drive excellence in the realization of the organization’s goals. The model is also easy to use. It uses the steps of nursing assessment, which makes it easy for nurses and other healthcare providers to use. The model can also be adapted to any change initiative in healthcare.. The model also supports the use of best practices in the implementation of change. The best practices align with the organization’s focus of using innovative strategies to drive excellence in the provision of patient care. lastly, the staff is likely to embrace the model use with ease. This is because of their competencies in the implementation of  change in their practice (Nelson-Brantley et al., 2021).

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Implementation Strategies for the Model

Several strategies will be considered for the implementation of the developed model. One of them is training the adopters of change. Training is a crucial tool to ensure the adopters have the desired knowledge and skills needed for the change. It will also help minimize the potential of resistance to change from them. The second strategy is encouraging teamwork. The implementation of change should be collaborative. Healthcare providers from different  professions should be involved to ensure the adoption of best practices to drive the desired change. Teamwork will also contribute to the culture of excellence in undertaking the organization’s tasks. The other implementation strategy is encouraging two-way communication. Two-way communication will ensure the team members have the freedom to express their views and concerns in the implementation process. It will also encourage transparency and honesty in the change process. The last strategy is regular assessment to identify best strategies to anchor the implementation of the change (Hedderson et al., 2019; Nilsen et al., 2019; Pellet et al., 2021).

Methods for Evaluating the Need for Change

Several methods can be adopted to evaluate the need for change in health organizations. One of them is assessing the organizational structure. The organizational structure to should be flexible. It should allow organizations to respond effectively to current and emerging needs in their markets. A rigid organizational structure will necessitate the implementation of change to transform it. The other approach is assessing employee attitudes, beliefs, and behavior towards change in systems and processes. The employees should have positive attitude, beliefs, and behaviors towards the provision of care in the organization. Negative attitude will necessitate the implementation of initiatives that address their needs for enhanced performance and competitiveness. Organizational performance is also an indicator for a need for change.  A decline in the organizational performance depicts ineffective strategies. As a result, improvement strategies must be considered, hence, change. The organization’s competitiveness in its markets also act as an indicator for a need for change (Hedderson et al., 2019; Nilsen et al., 2019; Pellet et al., 2021). A decline in the organization’s competitiveness threatens its sustainability and performance, which translate into the need for the adoption of responsive change initiatives.

The other approach to evaluating the need for change in healthcare is by assessing new regulations in healthcare. Policies and regulations change how organizations undertake their service provision. New regulations in health will translate into the need for changes in the existing healthcare systems and processes to improve outcomes. Evaluation data of the organization’s leadership and management may also inform the need for change. This applies in cases where the leadership and management   styles do not support quality, safety, and efficiency outcomes in an organization. The analysis of the organization’s culture may also inform the need for change. Successful organizations have cultures characterized by patient-centeredness and excellence. An organization may need to embark of a change initiative to improve its culture to achieve the desired outcomes  (Barbour & Schuessler, 2019). Lastly, evaluating patient outcomes may  indicate the need for change. Issues such as medication errors, patient falls, and prolonged hospitalization stimulate health organizations to implement quality improvement initiatives, hence, change.

Approach and Criteria for Choosing Individuals or Teams

Several factors should be considered when choosing individuals or teams to be involved in the implementation of change. One of them is their experience with change initiatives. The selected individuals or teams should have participated in the past in the implementation of change. The experience is crucial since they can provide valuable information how to implement change effectively. The second factor is availability. The individuals and teams should be available throughout the change implementation period. This helps ensure efficiency in the change activities. The other  characteristic is the ability of the individual to function optimally in interprofessional teams. Teamwork abilities will ensure the individual plays crucial roles in achieving the desired change goals collectively. The other criteria is considering individual’s or team’s creativity and innovation (Marć et al., 2019). Change implementation often fails to go as planned. As a result, it requires teams and individuals that are creative in identifying the strategies that can be utilized to achieve the desired outcomes.

The other criteria is individual’s position and power. The selected individuals and teams should have considerable influence over others in the organization. The influence helps in overcoming potential resistance to change from the adopters. The other criteria is the expertise and knowledge of the individuals and team members. The individuals should have adept knowledge on change management. They should also be skillful in relationships and conflict management for the successful implementation of the change. The leadership abilities of the individuals and team members should also be considered. This is important to ensure each of the participants contribute optimally to the change initiative. It also ensures the use of best leadership and management practices to drive the desired excellence in the organization. The last criteria is credibility (Dang et al., 2021). The selected individuals should be trustworthy, as it influences the decisions and behaviors of the adopters of change.

Communication Strategies

Effective communication strategies are essential in the implementation of change. One of them is ensuring the presence of open, transparent communication. The stakeholders involved in the implementation of change should be free to express their views and concerns in the implementation of change. Open and transparent communication strengthens trust and honesty among the stakeholders involved in the change process. The other communication strategy is seeking and providing feedback to the stakeholders. Feedback provides insights into the successes and challenges experienced in the implementation of change. As a result, the implementation team leverage on the successful strategies while minimizing the challenges for the realization of the desired change outcomes. There should also be consistency in communication. Consistency helps in inspiring the adopters of the change to belief on the change. Consistent communication can be achieved by leveraging on formal communication channels in the communication (Clipper, 2023). This includes the use of the organization’s notice boards, emails, and holding regular meetings with the adopters of the change.

Strategies to Gather Stakeholder Support

Stakeholder support is crucial for the realization of the desired change outcomes. Several strategies will be explored to achieve this outcome. One of them is open communication. Open communication between the change stakeholders, leadership and management should be promoted. The benefit of open communication is that it strengthens trust and honesty among the change stakeholders. The other strategy to gather stakeholder support is ensuring active stakeholder involvement. Active stakeholder involvement ensures that the stakeholders have the knowledge, skills, and competencies needed for the successful implementation of the change. It also eliminates the risk of resistance to change from the stakeholders. The other approach is seeking and providing feedback to the stakeholders. The feedback keeps them informed about the success of their interventions in the change implementation process. The feedback also contributes to the creation of sustainable interventions for the change (Peate & Mitchell, 2022). The other strategy to gather stakeholder support is aligning change with stakeholder expectations. The alignment minimizes the risk of resistance since they build on their existing behaviors.

Strategies to Overcome Resistance

Resistance to change is a common occurrence in the change process. Resistance arises from the lack of awareness or preparedness among the adopters for the change. Several strategies should be explored to overcome resistance to change. One of them is training. The adopters of change should be trained about the change. Training ensures that they have the required knowledge and skills for the successful implementation of the change. It also minimizes the risk of their resistance to change. Providing rewards is also an effective strategy to overcome resistance to change among the stakeholders. Rewards motivate the adopters of change to embrace behaviors that align with the change. It also encourages them to explore innovative strategies that can be used to achieve optimum outcomes in the implementation of change. The other strategy to overcome resistance is setting realistic goals. Realistic and achievable goals motivate the stakeholders to proactively implement new strategies that would drive the desired success in the implementation of change (Roussel et al., 2022). Lastly, promoting active participation of the stakeholders helps overcome resistance. Their active participation contributes to change ownership and stakeholder empowerment, which minimize the risk of resistance to change.

Implementation Strategies

Effective implementation strategies for change should be adopted. One of them is undertaking needs analysis. Needs analysis identifies the prioritized issues that should be addressed before change implementation. For example, needs analysis may reveal the need for increasing staffing ratio before implementing a change. The second implementation strategy is stakeholder training. Stakeholder training should be offered to ensure they have the desired competencies needed for the implementation of change. The other approach is coaching and mentorship. The adopters of the change should be supported through the provision of coaching and mentorship opportunities. Coaching and mentorship ensure sustainability of best interventions in the change implementation process (Yoder-Wise & Sportsman, 2022). The other strategy is open communication to ensure the stakeholders understand the expected behaviors and goals to be achieved in the change implementation process.

The other implementation strategy is advocacy for adequate resource support. Project leaders must ensure the presence of adequate financial, human, and material resources for the implementation of change. The support contributes to efficiency in the running of change initiatives. The other implementation strategy is the provision of regular assessment and feedback. The assessment informs about effective  and ineffective strategies and  the need for new strategies to achieve the desired change outcomes. It also motivates the stakeholders to identify innovative strategies to achieve success of the change (Ellis, 2022). Rewarding small wins is the other implementation strategy. Rewarding small wins is a motivator for the realization of the long-term objectives of the change.

Sustainability Strategies

Sustainability strategies should be explored in the implementation of change. One of them is providing ongoing staff training. New and current staff should receive periodic training about the change. The training informs them about new things related to the change and how to achieved sustained improvements in the outcomes. The second strategy is regular assessment and providing feedback to improve performance. The change leaders should undertake continuous assessment and provide feedback to the adopters to improve their behaviors and   clinical outcomes. They should also seek their input and incorporate them into change improvement strategies for sustainable outcomes. Coaching and mentorship also ensure sustainable outcomes. They contribute to sustained improvements in the best practices related to the change. In addition, incorporating the change into the organization’s culture contributes to sustainable change (DeNisco, 2023). The change becomes part of the systems and processes utilized in an organization.


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