Theories and Models: Acting on the Difference Advances Organizational and Management Scholarship

Although often cared for nonoperatively, trauma is a surgical disease managed by surgical services in a multidisciplinary manner. The American College of Surgeons Committee on Trauma (ACS COT) emphasizes this as part of the ACS COT verification process and expects nonsurgical service admission rate of less than 10%. In this project, we developed a collaborative care model captained by surgical services with medical service consultation to achieve this goal for optimal care of injured patients. The project was conducted at a freestanding pediatric trauma center undergoing verification as a Level 1 ACS COT pediatric trauma center. The trauma registry was utilized to obtain nonsurgical service admission rate from January 2011 to June 2015. Lewin's 3-Step Model was utilized to guide change. Adherence to the new ACS standards was continually tracked and fallouts were addressed on an individual basis. Overall compliance was reported routinely through trauma and hospital quality programs. Individual successes and accomplishments were recognized and reinforced. At the inception of the project, nonsurgical admission rate was 30%. Implementation of Lewin's 3-Step Model nonsurgical admission rate decreased to 3%, representing a reduction of 27%. In addition, a 21% reduction in hospital length of stay, 3.78-3 days, was demonstrated with no change in 30-day readmission rate. Lewin's change model facilitated culture change to achieve ACS COT standards and reduced nonsurgical admissions to less than 10%. Reduction in hospital length of stay supports an improvement in the efficiency of care when directed by the pediatric trauma surgery team.

Quantitative Measurement of Blood Loss During Delivery

Purpose: The paper aims to study the change process strategies and approaches followed by Al Asayel School administration and their change agent, Alef Education, to transform the school from being a traditional primary school to a smart technology-based one. This was performed through tackling the change process and its impact on different stakeholders, and highlighting the importance of managing change successfully, to better deliver a successful change journey.
 Methodology: To further understand the change process and its impact on Al Asayel School – Abu Dhabi, an interview was held with the school's stakeholders who are: The school's principal, a primary school teacher, and a primary school student. The responses obtained were then supported with secondary research where literature and models were used to better illustrate and analyze the findings. 
 Findings: The study showcases a steady and gradual change process initiated by Alef Education. With the willingness, dedication and cooperation of Al Asayel School administration, teachers and students, the change process was successfully implemented. Regardless of minor issues, the initiator responded quickly, was constantly available to provide solutions before, during and after the change. The level of resistance of the different stakeholders was identified, along with how the school and its change agent dealt with it. The analysis showcased that Al Asayel School’s principal and Alef Education implemented Lewin's change model successfully and communicated the change with teachers, students and parents in a motivational manner, through focusing on explaining all change aspects while addressing and easing raised concerns. This aided in controlling resistance to change and guaranteeing a successful transformation.
 Unique Contribution to Theory, Practice and Policy: The paper showcases a unique case that broadens our understanding of the usage of Lewin’s change model by Alef Education to education in the UAE through investigating the first school that implemented this change and how they managed to adapt while inspiring schools to adopt new platforms and educational technology.

This is the first in a series of articles about some of the most effective models, methods, and processes of the OD trade. OD stands for organization devel opment, a discipline that offers much to the MS/OR practitioner determined to help clients solve real-world problems. Because it is based on a systemic view of organiza tions, OD includes the whole universe of fuzzy people issues that increasingly de termine the success or failure of efforts to

Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change

This paper discusses some of Lewin's basic dictums and their influence in the author's work and that of others. Specifically, the paper expands on Lewin's change model. It also discusses process consultation and clinical research and describes a design to teach the management of planned change. The paper concludes that planned change might be better conceptualized as managed learning.

This paper discusses some of Lewin's basic dictums and their influence in the author's work and that of others. Specifically, the paper expands on Lewin's change model. It also discusses process consultation and clinical research and describes a design to teach the management of planned change. The paper concludes that planned change might be better conceptualized as managed learning.

In Search of Scholarly Impact

Recalibrating Management Research for the Post‐COVID‐19 Scientific Enterprise

Change is an inevitable part of healthcare, but most people feel resistant to adjustments to their workplace or the way they carry out their tasks. In the third part of this series, Peter Ellis and Jane Abbott explain step three of Lewin's ‘unfreezing, changing, refreezing’ model, and discuss how it can be applied to make staff feel supported while embedding the new way of working.

Change is an inevitable part of healthcare, but most people feel resistant to adjustments to their workplace or the way they carry out their tasks. In the second part of this series, Peter Ellis an...

Successful Implementation of New Technology Using an Interdepartmental Collaborative Approach

Seasoned nurses have stories about practices that were once commonplace and are now considered obsolete (eg, opening the windows in the OR, pouring betadine on a patient's skin for skin antisepsis). I have been an infection preventionist for more than 10 years and a nurse for 30 years—long enough to have seen a consequential change in patient safety interventions spearheaded by a new generation of nurse leaders. Many of our practices have advanced based on evidence and recommendations from clinical guidelines; thus, the next generation of providers may ask, “Why did we still have surgical site infections in 2019?” One answer may lie in individuals’ resistance to change. Changes in the OR can involve multiple levels of team members who may resist change for various reasons (eg, discomfort, fear of the unknown, the time it takes to learn a new process, a lack of understanding why a change is needed). These “resistors” may have difficulty letting go of old patterns and habits. Understanding why team members resist implementing best practices is imperative to creating a climate of trust that allows for identifying necessary changes and solidifying new behaviors that may improve patient care. Kurt Lewin, known as the founder of modern social psychology, was one of the first psychologists to study group dynamics. Lewin's force field analysis is a decision-making technique that can offer teams a method to assess the driving and restraining forces that are influencing best practice behavior changes or lack thereof.1 Identifying resistors and engaging them in Lewin's change model of “unfreezing” a process in need of change, changing, and then “refreezing” a new process will lead to change sustainability.2 Teams can use Lewin's process to analyze current methods and areas for improvement (unfreezing). With team members “unfrozen,” the hardest part of the process, change can become a reality. Team members can learn a new behavior, way of thinking, or process after becoming empowered to analyze the opportunity for change. “Refreezing” is an opportunity for all members of the team to accept the agreed upon change. Involving the team in all steps builds a system of communication and trust in the change process. The infection prevention–focused articles in this issue highlight process improvements that increase patient safety by decreasing human and technology errors and implementing standardization. Environmental cleaning standardization is difficult because of complex human variables (eg, staff member competency) and variation in ORs (eg, layout, equipment, traditional versus hybrid), but it is critical for patient safety. The article, “Implementing an OR contact precautions decision algorithm to promote interprofessional teamwork for infection prevention”3 explores how implementing an algorithm, performing environmental audits, and engaging in continuous process improvement can help personnel provide a clean, safe environment for patients. Managing human hair is one of the most difficult issues in the OR. Hair can be a factor in the risk of and actual contamination of the OR environment, the patient's incision, and sterile instruments and equipment. Many organizations struggle with whether to remove hair at the surgical site and how to standardize preoperative hair removal. The article “Revisiting perioperative hair removal practices”4 discusses the microbiology and anatomy of human hair and the potential risks to patients of leaving hair at the surgical site or removing hair inside the OR. These two articles support each other in terms of the value and importance of maintaining consistent processes and identifying improvements in the environment of care. Does every member of your team act in the best interest of the patient 100% of the time, or are there resistors focused on how implementing best practice methods affects them personally? Help your team identify areas in need of change. Questions could be added to the start of staff meetings, quality improvement meetings, and patient error or injury reviews, such as “Is there resistance to a best practice? As a team, how can we can improve compliance?” Please read the infection prevention articles in this issue with the mindset of how your team can embrace change, engage resistors, and collaborate to provide consistent, high-quality patient care. Creating and sustaining consistency in all aspects of practice can reduce errors and help ensure optimal patient care. Donna Nucci, MS, RN, CIC, is an infection preventionist at Yale New Haven Hospital, CT. Ms Nucci has no declared affiliation that could be perceived as posing a potential conflict of interest in the publication of this article.

AboutSectionsView PDF ToolsAdd to favoritesDownload CitationsTrack CitationsPermissionsReprints ShareShare onFacebookTwitterLinked InEmail Go to Section HomeInterfacesVol. 31, No. 4 People Skills: Change Management Tools—Lewin's Change ModelRobert E. LevasseurRobert E. LevasseurPublished Online:1 Aug 2001https://doi.org/10.1287/inte.31.4.71.9674 Previous Back to Top Next FiguresReferencesRelatedInformationCited ByEmployee engagement: Emerging insight of the millennial manufacturing workforce28 June 2021 | Human Resource Development Quarterly, Vol. 33, No. 2Using Leadership Values to Minimize Resistance and Facilitate Change: An Analysis of 1 Peter 53 July 2022Understanding Intellectual Contributions10 November 2021Evaluation of community pharmacists’ readiness to implement the Falsified Medicines Directive (Directive 2011/62/EC): an English cross-sectional survey with geospatial analysis9 January 2020 | BMJ Open, Vol. 10, No. 1Change Management20 August 2020People Skills: Building the Perfect Team—A Change Management PerspectiveRobert E. Levasseur17 April 2017 | INFORMS Journal on Applied Analytics, Vol. 47, No. 3Peut-on manager un changement tout en le subissant ? Le cas des managers de proximitéQuestion(s) de management, Vol. n° 13, No. 2People Skills: Building Analytics Decision Models That Managers Use—A Change Management PerspectiveRobert E. Levasseur24 July 2015 | INFORMS Journal on Applied Analytics, Vol. 45, No. 4People Skills: Developing Soft Skills—A Change Management PerspectiveRobert E. Levasseur6 December 2013 | INFORMS Journal on Applied Analytics, Vol. 43, No. 6Linking Six Sigma's critical success/hindering factors and organizational change (development)International Journal of Lean Six Sigma, Vol. 3, No. 4INFORMS and the Analytics Movement: The View of the MembershipMatthew Liberatore, Wenhong Luo, 30 September 2011 | INFORMS Journal on Applied Analytics, Vol. 41, No. 6People Skills: Ensuring Project Success—A Change Management PerspectiveRobert E. Levasseur, 1 April 2010 | INFORMS Journal on Applied Analytics, Vol. 40, No. 2People Skills: Implementing Strategic Goals—A Change Management PerspectiveRobert E. Levasseur, 1 August 2009 | INFORMS Journal on Applied Analytics, Vol. 39, No. 4Assessment of e‐business adoption in SMEsJournal of Manufacturing Technology Management, Vol. 19, No. 5People Skills: Change Management Tools–The Modern Leadership ModelRobert E. Levasseur, 1 April 2004 | INFORMS Journal on Applied Analytics, Vol. 34, No. 2 Volume 31, Issue 4July-August 2001Pages 1-137 Article Information Metrics Information Published Online:August 01, 2001 © 2001 INFORMSCite asRobert E. Levasseur, (2001) People Skills: Change Management Tools—Lewin's Change Model. Interfaces 31(4):71-73. https://doi.org/10.1287/inte.31.4.71.9674 KeywordsPROFESSIONAL'COMMENTS ONPDF download

Changes in Indonesian private universities educational practices in the post COVID-19 environment