NRS-490: Evidence-Based Nursing Research on Change Theories and SSC

This report examines the application of change theories in nursing, specifically comparing and contrasting Rogers' and Lewin's change theories. The report is centered around the implementation of a skin-to-skin contact (SSC) project for newborn babies. It highlights the importance of understanding change theories for effective clinical practice and planned change. The comparison focuses on the stages of each theory, their suitability for short-term versus long-term changes, and their approaches to overcoming resistance. The report argues that Rogers' theory is better suited for the SSC project due to its emphasis on awareness, interest, evaluation, implementation, and adoption. The project aims to address the lack of SSC implementation in hospitals and the benefits of SSC for newborns. The report concludes by emphasizing the value of change theories in promoting positive change in nursing practice, especially in improving patient outcomes.

Running head: EVIDENCE-BASED NURSING RESEARCH 1
Evidence-Based Nursing Research
Student’s Name
Institutional Affiliation

EVIDENCE-BASED NURSING RESEARCH 2
Introduction
Change theories in nursing are utilized to create planned change. Clinical health
professionals together with their leaders should have the understanding of change theories and
choose the correct change theory as the possible change theories in nursing do not qualify all
nursing change conditions (Batras, Duff & Smith, 2016). The essay will give comparison and
contradiction of two change theories which are Rogers and Lewin’s change theories and
ascertain the approach that is best for implementing Skin to Skin Contact (SSC) project of
newborn babies.
Compare and contrast two change theories, and determine which theory makes the most
sense for implementing your specific EBP project. Why?
The comparison of Rogers and Lewin’s change theories is that they are both used during
the implementation of planned changes in nursing practice. They both have opposing forces
which must be overcome to realize the change. Moreover, they help in the realization of
established goals, and they have steps that are used when implementing them.
On the contrary, Rogers change theory has five stages which are awareness, interest,
evaluation, implementation, along with adoption (Fabry, 2015) while Lewin's change theory has
3 phases that comprise of unfreezing, moving and freezing. For Lewin's theory, it is applied for
short-term changes, but Rogers’s theory is used for long-term change. Furthermore, the success
of Lewin’s theory is only realized if the driving forces dominate the opposing force (Hussain et
al., 2018) but the success of Rogers’s theory is recognized when the prior resistant agents
endorse the change and back it.
The Rogers theory makes more sense when implementing the Skin to Skin Contact (SSC)
of newborn babies’ project since it promotes awareness, the interest of EBP implementation

EVIDENCE-BASED NURSING RESEARCH 3
among the involved parties and evaluates the success of SSC before the actual implementation. It
will also promote its implementation among the initial opposes after the project’s success
becomes evident. My mentor still used both theories and found that they both have their benefits.
Conclusion
It is learned that change theories lead to a planned change in nursing. Also, to implement
a project like Skin to Skin Contact, Rogers change theory will be the best since it promotes
awareness, interest among parties, and evaluates the success of the project before it can
implement.

EVIDENCE-BASED NURSING RESEARCH 4
References
Batras, D., Duff, C., & Smith, B. J. (2016). Organizational change theory: implications for health
promotion practice. Health Promotion International, 31(1), 231-241.
Fabry, D. (2015). Hourly rounding: perspectives and perceptions of the frontline nursing
staff. Journal of Nursing Management, 23(2), 200-210.
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin's
change model: A critical review of the role of leadership and employee involvement in
organizational change. Journal of Innovation & Knowledge, 3(3), 123-127.