Lewin’s Change and Force Field Analysis Theories Applied to a Geropsych Unit Using Lewin’s Change and Force Field Analysis theories to produce a more dedicated Geropsych Unit can be accomplished by putting each theory into practice. First, the goal of the change must be identified, which here is to develop a staff that is dedicated to its work and patients. Then the process can be begun. The first step is to remove the workers from their current state of awareness regarding how things are done. According to Lewin’s change theory, this is the period of “unfreezing” that must occur, wherein the old manner of execution is unfrozen or unfixed in the mind so that the new method can be inserted and learned. In the Geropsych Unit, the key to developing a more dedicated staff is to unfreeze the mind and help the workers to “unlearn” the behaviors that have allowed them to be less than dedicated in their service. This is accomplished by way of promoting and teaching mindfulness, which is an effective tool that researchers have identified as helpful for workers when coping with stress or stressful situations, being in the present with patients, and thinking about patients’ needs more fully (Baer, 2003). Mindfulness can be achieved by way of emotional intelligence and self-awareness. These two tools can help staff members to better reflect...
Educational factors are one example of variables that would be analyzed in according to the force field analysis theory. A lack of education, for instance, could be a restraining force that prevents individuals from embracing the change. Having that education could be a driving force that propels the individuals to embrace change. Force field analysis can be very helpful when attempting to implement a new strategy such as Systems Thinking, which “is important to enhance the learner’s awareness of the interdependencies in people, processes, and services and to view problems as occurring as part of a chain of events of a larger system, rather than as independent events” (Dolansky, Moore, 2013). As the researchers indicate, awareness is essential in moving the organization through the status quo into the change process—and it begins with understanding a new role.References
Baer, R. A. (2003). Mindfulness training as a clinical intervention: a conceptual and
empirical review. Clinical Psychology: Science and Practice, 10(2): 125-143.
Dolansky, M.A., Moore, S.M. (2013). Quality and Safety Education for Nurses (QSEN):
The Key is Systems Thinking. OJIN: The Online Journal of Issues in Nursing, 18(3): Manuscript 1.
Mayer, J. D., Salovey, P. (2001). Emotional intelligence as a standard intelligence.
Emotion, 1: 232-242.
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The "bookends" of the model being organization work settings and members is accurate and pragmatic as well. In the authors' analysis of the conceptual models for understanding organizational change in chapter 8 illustrates the depth of his expertise in the academic field and his pragmatism at translating theory into results. It must have been the most challenging chapter of the book to write as it moves quickly between the theoretical
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