NURS 4053: Leading Change in Nursing Practice – Assessment Task 1: Strategic Plan for Organizational Change
Assessment Overview
Course: NURS 4053 – Leading Change in Nursing Practice (RN-to-BSN / MSN Core)
Assessment Type: Change Management Proposal / Written Paper
Weighting: 30% of Final Grade
Length: a 4-to 6-page paper (excluding title and reference pages)
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Submission Format: Microsoft Word (.docx) via SafeAssign
Due Date: Day 7 of Week 4
Context
Healthcare organizations are dynamic environments where stagnation equates to regression. As a nurse leader, you are expected to identify gaps in clinical practice or workflow efficiency and drive evidence-based improvements. However, implementing change is rarely about the “what”—it is about the “how.” Resistance from staff, lack of resources, and institutional inertia are common barriers. This assessment requires you to act as a change agent by developing a comprehensive proposal that utilizes a theoretical framework to navigate these challenges and ensure sustainable improvement.
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Nursing & Healthcare · PhD Edinburgh
Business & Law · MBA London
Task Description
You must identify a specific practice issue within your current or most recent workplace that requires intervention. Develop a strategic plan to address this issue using the following structure:
1. Problem Identification and Evidence
Define a clinical or operational problem (e.g., high rates of catheter-associated urinary tract infections, inefficient discharge processes, or low staff morale). Provide baseline data or anecdotal evidence to support the need for change. You must substantiate the significance of this problem with current peer-reviewed literature.
2. Theoretical Framework Application
Select a recognized change management model to guide your strategy. You must use either Kotter’s 8-Step Process for Leading Change or Lewin’s 3-Stage Model of Change.
Explicitly map your proposed actions to the stages of your chosen model. For example, if using Lewin, detail what activities constitute the “Unfreezing” phase.
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3. Strategic Implementation Plan
Outline the specific steps for implementation. This includes:
- Stakeholder Analysis: Who needs to be involved? Who will resist?
- Resource Allocation: What budget, technology, or staffing is required?
- Timeline: A realistic schedule for rollout.
4. Evaluation Metrics
Determine how success will be measured. Define specific outcome measures (e.g., “Reduce fall rates by 15% within 6 months”) and process measures (e.g., “90% staff compliance with new protocol”).
Requirements & Formatting
- Length: 4 to 6 pages. Content beyond the 6th page will not be graded.
- Citations: A minimum of 5 peer-reviewed scholarly sources published within the last 5 years.
- Formatting: Strict APA 7th Edition style (Title Page, Level 1 and 2 Headings, Running Head not required for student papers unless specified).
Grading Rubric / Marking Criteria
| Criteria | Exemplary (90-100%) | Developing (Below 80%) |
|---|---|---|
| Problem & Evidence | Clearly articulates a practice gap supported by robust internal data and external evidence. | Problem is vague or lacks sufficient evidence to justify a major change initiative. |
| Application of Theory | Expertly integrates the chosen change model; each stage of the model is specifically addressed with actionable steps. | Mentions a model but fails to apply it structurally to the plan; stages are skipped or misunderstood. |
| Evaluation Strategy | Proposes specific, measurable, and realistic metrics for both process and outcome evaluation. | Evaluation plan is generic (e.g., “we will see if it works”) without quantifiable metrics. |
The implementation of bedside shift reporting requires a fundamental shift in nursing culture, moving communication from the nurses’ station to the patient’s bedside. Applying Lewin’s Force Field Analysis reveals that the driving forces—increased patient safety and patient satisfaction—must outweigh the restraining forces, such as staff perception of increased time expenditure. During the “Unfreezing” stage, leadership must present data illustrating the correlation between communication failures and adverse events to create a sense of urgency. Once the team acknowledges the necessity of the new protocol, the “Moving” stage involves pilot testing the workflow on a single unit to refine the process before hospital-wide rollout. Marquis and Huston (2021) argue that involving frontline staff in the design of the new protocol significantly reduces resistance and enhances adherence (https://www.lww.com/leadership-roles-and-management-functions-in-nursing/9781975139216). Finally, the “Refreezing” stage is solidified by integrating bedside reporting into the annual competency review and publicly celebrating units that achieve high compliance rates. This structured approach ensures that the change becomes the new standard of practice rather than a temporary initiative.
References (APA Format)
- Huber, D. L. (2022). Leadership and nursing care management (7th ed.). Elsevier. https://evolve.elsevier.com/cs/product/9780323697118
- Kotter, J. P. (2018). Leading change (New preface ed.). Harvard Business Review Press. https://store.hbr.org/product/leading-change-with-a-new-preface-by-the-author/10206
- Marquis, B. L., & Huston, C. J. (2021). Leadership roles and management functions in nursing: Theory and application (10th ed.). Lippincott Williams & Wilkins. https://shop.lww.com/Leadership-Roles-and-Management-Functions-in-Nursing/p/9781975139216
- Sullivan, E. J. (2018). Effective leadership and management in nursing (9th ed.). Pearson. https://www.pearson.com/en-us/subject-catalog/p/effective-leadership-and-management-in-nursing
