Kotter's Model Of Change Analysis

Chapter 4, will explore a change management plan. For this project, it will discuss and criticise Lewin’s ‘Change Management Model’. This change model will relate to the previously mentioned audit which examined that debriefs should occur within 24-72 hours. The role and leadership of a newly qualified nurse will also be discussed. In addition, this chapter will also consider an analysis of my own personality type by using Myers-Briggs. A personal development plan (See Appendix M) has also been created. Lastly, this chapter will reflect on what has been learnt during this project.

Managing change has always been challenging. Change is suggested to be troublesome, tricky and puzzling, Nadler (1998) state that real change is highly political.

This is due to Kotter’s model being the first model to focus less on change and more about the people behind it. Kotter’s theory focuses on inspiring a sense of change and maintaining momentum. Kotter’s theory works by eight different stages; “creating a sense of urgency, building a coalition, forming strategic vision, getting everyone on board, removing barriers, generating short-term wins, sustaining acceleration and setting the changes in stone (See Appendix N). Although, despite all these steps for change, healthcare professional may not have the time to implement this. So, they are more likely to take on board another change management model with fewer steps for change. Lewin’s (1951) ‘Change management model’ is a model needs to be discussed further, as this only has three steps to implementing change.

This model for understanding change was developed in the 1940’s by Kurt Lewin. Lewin’s model is commonly known as ‘unfreeze, change and refreeze’ (See Appendix O). It is thought that to make a change, you must understand why the change needs to take place. Change is a common and runs through all organisations regardless of size, industry or

The phase between ‘Unfreeze’ and ‘Change’ does not happen overnight. Professionals take time to accept changes in their organisations. For professionals to accept the change, they need to know how it will benefit them. Fanning and Gaba (2007) suggest that debriefing will allow staff to learn from their mistakes and enhance their learning opportunities and build more therapeutic relationships with the patients. It will also allow patients and staff the opportunity to accept their emotions after an incident (Hanna and Romana,