Change Theory Applications in Advanced Practice Nurse Leader

This article discusses the application of change theory in advanced practice nurse leadership and its impact on patient care. It explores the implementation of a Lean system for quality and improved care. The article also highlights the three-step model by Lewin for managing change in healthcare systems.

Running Head: CHANGE THEORY APPLICATIONS
CHANGE THEORY APPLICATIONS IN ADVANCED PRACTICE NURSE LEADER

CHANGE THEORY APPLICATIONS
One of the most essential features of the advanced practice nurse is the ability to apply
theory in practice (Duchscher, 2009). Practice nurse specialists apply theory in order to provide
or direct patient care. Complexities in healthcare systems call for interprofessional collaboration
so as to improvise and sustain best outcomes for high and safe quality patient care. Change
theories applications in nursing framework focus on transforming care. In the present scenario,
the advanced practice nurse leader had to implement a ‘Lean System' for quality and improvised
care. The lean system in advanced nursing care focuses on a rapid cycle approach. It aims at
including accountability, employee engagement, communication, and transparency.
In order to implement a Lean system, application of a change management theory has to
be integrated into the perspective of an advanced practice nurse leader. Lewin's three-step model
provides an appropriate framework to address the iterative change process. At the first step of
unfreezing, awareness regarding the problem, in order to make nursing staffs letting go of old
patterns has to be initiated. Nurse' needs to integrate educating other nurses and self, of the
various benefits of lean systems. The current status quo has to be challenged, by the process of
identification of problems, demonstrating issues and problems. Challenges or issues faced are
unaccountability of nurses, absence of engagement amongst various employees and lack of
communication with various stakeholders. The challenges have deteriorated patient care and
increased dissatisfaction amongst patients and also amongst various staffs at the healthcare
center. Highlighting the issues will allow drawing attention to the necessity of change and enable
transiting to the next step.
The next step is the Changing process which aims to seek alternatives by depicting the
benefits of change. This step will aim at decreasing the change factors that affect in a negative
manner. Integrating a role model and training will allow all nurses and staffs visualize the several
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CHANGE THEORY APPLICATIONS
benefits arising from the change process. The lean system will not only be valuable for nurses,
but also for patients and for the overall healthcare system. The values of these benefits need to be
realized prior to stakeholders positively accepting the change process.
The last step in change management involves Refreezing. This step involves stabilizing
and integrating a new equilibrium into the healthcare system (Dignam et al, 2012). When a
changed process has already been integrated then an overall equilibrium gets disturbed. It is
necessary that practicing nurse leader applies the process of change management such that
equilibrium is re-established. The lean system becomes a habit amongst the staffs and
employees. Regular monitoring of key performance indicators (KPI), training, celebrating
success has to be accommodated. Lean system applications for practicing nurse might be
enormous however, such a system is difficult in the presence of previous systems. A practicing
nurse leader possesses the capability to transform and bring about the process of change within a
healthcare system. A practicing nurse leader through leadership can bring about the process of
change within the entire healthcare framework through the steps of a change management model
and bring about the success of the change.
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CHANGE THEORY APPLICATIONS
References
Dignam, D., Duffield, C., Stasa, H., Gray, J., Jackson, D., & Daly, J. (2012). Management and
leadership in nursing: an Australian educational perspective. Journal of nursing
management, 20(1), 65-71. doi: 10.1111/j.1365-2834.2011.01340.x. Retrieved from
https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1365-2834.2011.01340.x
Duchscher, J. E. B. (2009). Transition shock: The initial stage of role adaptation for newly
graduated registered nurses. Journal of advanced nursing, 65(5), 1103-1113. doi:
10.1111/j.1365-2648.2008.04898.x. Retrieved from
https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1365-2648.2008.04898.x
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