Nursing Change Project: Addressing Staff Resistance for Implementation

This essay explores the types of resistance expected from staff during the implementation of a change project in a clinical practice, including psychological, sociological, and rational resistance. It details how these resistances manifest, such as fear of insecurity, challenges to group norms, and concerns about the time and effort required for adjustment. The essay further outlines three key strategies to lessen resistance: participation and involvement, manipulation and cooperation, and education and communication. It emphasizes engaging staff in the implementation process, providing necessary training and adjustments, fostering cooperation among healthcare providers, and ensuring transparent communication to address concerns and cultural differences. The goal is to facilitate a smoother transition and increase the likelihood of project success. Desklib offers a variety of resources, including solved assignments and past papers, to aid students in their studies.

Running head: NURSING ASSIGNMENT 1
Nursing Assignment
Student’s Name
Institutional Affiliation

NURSING ASSIGNMENT 2
Change can be difficult to implement. Now that you are almost finished with your change
project, if you were to implement your project in your clinical practice, what type of
resistance do you expect from staff?
Resistance to change in the clinical practice can be experienced by the impact of the size
and the complexity of the change which is being brought in the institution (Gupta, Boland &
Aron, 2017). The types of resistance expected from staff are psychological resistance,
sociological resistance along with rational or logical resistance. Psychological resistance is
behavioral along with emotional resistance of the team (Huy, Corley & Kraatz, 2014). These are
the feelings of fear of insecurity, misunderstanding of the management, unknown change,
leadership roles and loss of self-esteem. Some staff members may resist change since they do not
want to change the behaviors they are accustomed to. They feel more comfortable doing things
as they have been doing and are fearful of increased workloads (Huy, Corley & Kraatz, 2014).
On the other hand, sociological resistance occurs because of challenges of group norms
and values (Dello Russo, Miraglia & Borgogni, 2017). This resistance is due to politics among
the peers, narrow-minded of the staff, opposing group values along with withdrawal from the
group work. Individuals like to know that they have some kind of input in the processes more so
when it affects them and their workflow (Dello Russo, Miraglia & Borgogni, 2017). Finally,
rational or logical resistance is as a result of valid reasons like the time required adjusting to the
new change, the extra effort necessary to the new implement, technical development to meet the
change, economic fluctuation along with the fear of less desirable condition.
List at least three ways that you can lessen the resistance you may encounter to help ensure
the success of your project.

NURSING ASSIGNMENT 3
The ways in which resistance can be lessened among the clinical staff is through
participation and involvement, manipulation and cooperation together with education and
communication (Hornstein, 2015). Under participation and involvement, adequate measures
should be taken to make sure that staff members are engaged in the implementation process of
the new project to participate and give ideas concerning the change. Also, project managers
should be engaged at every level of care to reduce the lack of support and interests from the staff,
and the IT support team in the clinical setting be involved in the innovation (Hornstein, 2015).
Furthermore, the clinical management should participate in helping in active learning and
providing clear directions through transparent communication.
In manipulation and cooperation, a workshop of the new project should be arranged, and
technical training provided and necessary adjustment be made to the staff based on the condition
so that they can cooperate (Dello Russo, Miraglia & Borgogni, 2017). Moreover, cooperation
along with coordination among healthcare providers should be made and reluctance to change be
avoided. Errors and issues of the new project should be considered, and the necessary changes be
made (Dello Russo, Miraglia & Borgogni, 2017).
Under education and communication, communication between the staff and the
technology developers should be developed and the staff be educated on the advantages and
disadvantages that the new change will bring (Matos Marques Simoes & Esposito, 2014).
Furthermore, information should be provided concerning the change that is, the institution need
to establish the facts that they are trying to achieve from the change being implemented. Cultural
differences and resistance among the clinical staff should be avoided, and interactions amidst
distinct groups be created. Also, language barriers among the various professionals involved in

NURSING ASSIGNMENT 4
healthcare which might bring resistance need to be eliminated (Matos Marques Simoes &
Esposito, 2014).

NURSING ASSIGNMENT 5
References
Dello Russo, S., Miraglia, M., & Borgogni, L. (2017). Reducing Organizational Politics in
Performance Appraisal: The Role of Coaching Leaders for Age‐Diverse
Employees. Human Resource Management, 56(5), 769-783.
Gupta, D. M., Boland, R. J., & Aron, D. C. (2017). The physician’s experience of changing
clinical practice: a struggle to unlearn. Implementation Science, 12(1), 28.
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity — International Journal of Project Management, 33(2),
291-298.
Huy, Q. N., Corley, K. G., & Kraatz, M. S. (2014). From support to mutiny: Shifting legitimacy
judgments and emotional reactions impacting the implementation of radical
change. Academy of Management Journal, 57(6), 1650-1680.
Matos Marques Simoes, P., & Esposito, M. (2014). Improving change management: How
communication nature influences resistance to change. Journal of Management
Development, 33(4), 324-341.