Please review the case presented and answer all the questions at the end of it. CASE INTRODUCTION Huddles are such an important part of nursing – they relay pertinent information, increase safety, offer team building opportunities, promote better outcomes for the patient, and ultimately can reduce costs. Your nurse manager identifies that the staff on your rehabilitation unit, and particularly that you as the evening charge nurse, are resistant and oppositional to an important new patient safety strategy of implementing huddles to improve staff communication. BRIEF SUMMARY OF CASE Paragraph 1  Your nurse manager meets with you, the evening charge nurse, (and with you he had previously begun a disciplinary action process because you refused to implement huddles on the shifts when you was in charge).   You now understands that you (and the staff) were wrong, and you begin to explore with the manager how better to implement huddles on your shift. Paragraph 2  In a quarterly staff development in-service for the rehab facility’s leaders, a group of nurses and charge nurses, including you, learn about implementing change using Lewin’s five-step Stages of Change (SCM) Model. The nurse manager and you apply this model to their failed implementation of huddles. Paragraph  3 – You return to your unit and share with the staff that you—and they—were wrong to refuse to implement huddles. You begin to start the process as a change agent. DISCUSSION GUIDE – QUESTIONS  Worth 2 points each (16 points) Paragraph 1 Paragraph 2 Paragraph 3


Huddles are an integral part of nursing practices, serving as a means to relay important information, enhance safety, foster team building, improve patient outcomes, and reduce costs. However, in the context of a rehabilitation unit, there is resistance and opposition from the staff, particularly the evening charge nurse, towards implementing huddles as a patient safety strategy.


Paragraph 1: The nurse manager meets with the evening charge nurse, who had previously faced disciplinary action due to their refusal to implement huddles during their shifts. The charge nurse now acknowledges their mistake and seeks guidance from the manager on how to effectively implement huddles.

Paragraph 2: During a quarterly staff development in-service, the rehab facility’s leaders, including the charge nurse in question, learn about Lewin’s five-step Stages of Change (SCM) Model for implementing change. The nurse manager and charge nurse apply this model to examine the failed implementation of huddles in their unit.

Paragraph 3: The charge nurse returns to the unit and openly admits to both themselves and the staff that they were wrong in refusing to implement huddles. They take on the role of a change agent, initiating the process of implementing huddles.


1. Paragraph 1:
– The nurse manager and the evening charge nurse have a discussion on how to better implement huddles on the shift.
– What strategies can be employed to address the resistance and opposition from the staff towards huddles?

2. Paragraph 2:
– What are the five steps of Lewin’s Stages of Change (SCM) Model?
– How can this model help in understanding and addressing the challenges faced in implementing huddles?

3. Paragraph 3:
– How can the charge nurse effectively communicate the change in stance to their staff regarding huddles?
– What steps can the charge nurse take to establish themselves as a change agent and promote a culture of acceptance towards huddles?

4. Paragraph 3:
– How can the charge nurse ensure the active participation and engagement of the staff in the process of implementing huddles?
– What strategies can be employed to address any concerns or hesitations that the staff may have towards huddles?

5. Paragraph 1 and 3:
– How can the charge nurse overcome any lingering resentment or skepticism within the staff, considering their previous refusal to implement huddles?
– What measures can be taken to rebuild trust among the staff and create a supportive environment for implementing huddles?

6. Paragraph 2 and 3:
– How can the charge nurse and the nurse manager effectively collaborate as change agents to ensure the successful implementation of huddles?
– What support and resources can be provided to the charge nurse to facilitate the change process?

7. Paragraph 1 and 3:
– How can the charge nurse evaluate the effectiveness and impact of huddles once they have been implemented?
– What data and metrics can be utilized to assess the outcomes and benefits of huddles on staff communication and patient safety?

8. Paragraph 2 and 3:
– How can the charge nurse sustain the adoption and integration of huddles as an ongoing practice within the unit?
– What strategies can be implemented to reinforce the importance of huddles and ensure their continued implementation in the long term?

By addressing these questions, we will gain a deeper understanding of the challenges, strategies, and outcomes associated with the implementation of huddles as a patient safety strategy in a rehabilitation unit.