Planned Change and Lewin's Change Theory

A deliberate effort to implement a change, involving careful planning and execution.

A skilled individual who facilitates planned change. They possess specific qualities to lead the change process.

Visionary, risk-taking, flexible, excellent communicator, creative, sensitive, knowledgeable.

Effectively communicating with staff, setting goals, identifying support & resistance to change.

Convincing members to change; gathering data, diagnosing the issue and deciding if the change is needed; solution-focused not problem-focused.

Planning & implementing change strategies, ensuring driving forces outweigh restraining forces.

Stabilizing the system change. Making it a permanent part of the system or status quo.

Forces that push a system toward change.

Forces that pull a system away from change.

Factors like increased pay, family support, and status that encourage change.

Factors like limited resources, low energy, and lack of transportation that discourage change.

Change should be implemented only for a good reason.

Change should be gradual, not rushed.

Change should be planned and not sudden.

People affected by the change should be involved in the planning.

No intention to change.

Considering making a change.

Intending to change in the near future.

Modifying behavior to make changes.

Maintaining the change and preventing relapse.

A deliberate effort to make something happen.

Change that happens unintentionally and unpredictably.

Change implemented to fix a problem.

Change to make work procedures faster and better.

Change to remove unnecessary work.

Lack of trust between employees and managers/organization is a major factor for resisting changes.

Involving those affected by a change in planning it.

The person leading a change must assess and model the change correctly.

Organizational structure emphasizing positions and formal power.

Organizational structure focusing on employee relationships and informal power.

Clear allocation of work to competent individuals within an organization.

Clear chain of command in an organization

Rules in an organization that limit favoritism and unreasonable behaviour.

The number of people reporting to one manager.

Increasing the number of spans of control and reducing levels of management.

An organizational structure where employees report to only one manager.

A management position's communication access on an organizational chart.

A hierarchical structure, like a pyramid, from top command to lowest ranking.

The power to act and direct others' work.

A duty or assignment, paired with enough authority to complete it.

The moral responsibility for actions in a position.

Individuals or groups affected by or influencing of an organization.

Nurses at all levels participating in decisions affecting nursing care.

Encouraging decision involvement from all levels.

High-level management like CEOs and Administrators.

Management between top and first-level managers, like nurse supervisors.

Supervisory roles like team leads, charge nurses.

A visual representation of a company's hierarchy demonstrating lines of authority, assignments, and communication channels.

Organizational charts don't show informal relationships, the level of authority, or current reality of the workplace.

A traditional, hierarchical organizational structure, common in large companies, focusing on clear lines of authority and communication.

A temporary organizational structure designed to address a specific project or task.

An organizational structure that combines functional and project-based responsibilities.

An organizational structure emphasizing specialized units focused on a particular area or client need.

A structure with fewer management levels, enabling more direct communication & faster decisions.

Decision-making authority is concentrated at the top levels of the organization.

Formal chain of command is flat, limiting upward communication

Communication follows the organizational hierarchy effectively, using a strategic number of managers to keep operations flowing. Heavy reliance on committees to solve problems is avoided.

A large difference in authority and power within an organization can lead to disorder and confusion.

Nurses can gain influence by developing future leaders and succession plans.

Nurses can increase their power by participating in health policy decisions.

Strategies for nurses to gain and keep influence within their organization.

Maintaining authority by keeping a small power gap, empowering subordinates and/or employing political strategies.

A phenomenon where successful women in female-dominated professions fail to support the advancement of their peers.

A deliberate effort to make a change, resulting from careful planning and execution.

A skilled person who leads and implements planned changes.

Visionary, risk-taker, flexible, excellent communicator, creative, sensitive, informed.

Preparation for change by getting agreement to change, problem analysis, and determining if change is required; focuses on solutions.

Implementing change strategies, ensuring driving forces exceed restraining ones.

Stabilizing the changes, integrating them into the system.

Ensuring a change continues, preventing a return to the previous state.

Change approach using logic and reason, successful when minimal resistance is anticipated.

Change approach using group norms and peer pressure to influence change.

Change approach using authority, economic pressure or political influence to enforce change.

Theory suggesting elements in a system are interconnected and nonlinear. Future behavior is not always predictable.

Theory emphasizing finding underlying order in apparently random data. Tiny changes can significantly impact large outcomes.

Organizations evolve through stages. Aged organizations are predictable and rule-focused, limiting change.

A deliberate application of knowledge and skills to bring about change, implemented gradually.

Change that happens unintentionally and unpredictably.

Decision-making power is distributed throughout an organization, with lower-level managers making decisions.

Decision-making authority is held by a small group of managers at the top of the organization.

The values, behaviors, and environment of an organization that reflect its unique social and psychological aspects.

Employees' perceptions of an organization, which may or may not be accurate.

Nurses at all levels actively participate in decisions affecting nursing activities.

Hospitals recognized for their outstanding nursing care, characterized by strong nursing leadership and professional practice.

The number of people reporting to a manager.

Increasing the number of people reporting to a manager, reducing management layers.

Employees report to only one manager.

A position's access to information in an organization, based on its location in the hierarchy.

A hierarchical structure of decision-making, like a pyramid.

Formal power to direct others' work.

Duty and assignment for a job, requiring the authority to complete it.

Moral responsibility for the results of actions.

Individuals or groups who are affected or influence an organization.

Nurses at all levels involved in decisions affecting nursing.

Allowing others to participate in decision-making.

Highest-level managers, like CEOs and administrators.

Managers between top and first-level managers.

Supervisory roles including team leads, charge nurses, and case managers

A significant difference in authority and power within an organization can lead to chaos and confusion.

Increasing the influence of nurses involves mentoring future leaders, encouraging leadership succession, and promoting active participation in public policy.

A strategy encompassing mentoring future leaders, placing nurses in policy roles, promoting health policy knowledge, building coalitions, and fostering research.

Strategies for nurses to achieve and maintain influence within their organization, including active participation in committees and maintaining knowledge.

Strategies to preserve authority, including maintaining appropriate power distance, and employing political tactics when needed.

A phenomenon in which successful women in female-dominated fields fail to support the advancement of other women.

The formal and informal ways in which work tasks are divided, grouped, and coordinated.

A manager's approach to leading and directing employees.

Rules and programs governing employee relations, compensation, benefits, and training.

Standards and approaches used in delivering healthcare.

The degree to which care meets expected standards.

Activities designed to enhance and refine the delivery of care.

Access to specialists and support for staff performance.

The degree of independence staff have.

Relationships between the hospital and surrounding communities.

Nurses' role in educating patients and other healthcare professionals.

The public perception of nursing's professional role.

Collaboration between different healthcare professions.

Activities to enhance nurses' skills and knowledge.

Excessive conformity to group norms, hindering differing viewpoints.

The ability to get things done.

Power derived from personal relationships and identification with a leader.

Power derived from the ability to grant favors or rewards.

Power derived from a formal position or title.

Power derived from the ability to punish or threaten.

Power derived from possessing specialized knowledge or skills.

Power derived from personal appeal and charisma.

Power derived from possessing necessary information.

Giving authority, responsibility, and freedom to make decisions.

The difference between a manager's authority and the extent to which employees follow their commands.