Rebecca is the manager of an Intermediate Care Unit of a major urban hospital. Administration has informed Rebecca that there are going to be some major changes on the unit. Studies have shown that, instead of centralized nursing stations, small modules between patient rooms are more effective. This brings the nurses closer to the patients. Rebecca was part of a management task force that visited hospitals with this type of structure, and, together, the task force decided on the particular floor plan.The remodeling will only take one month, and Rebecca wants to be sure the staff is ready for this change. She knows there will be resistance, and she wants to be able to handle that. Discuss this case and the following issues: 1-How would you introduce this prospective change to your staff? 2-What change theory would you apply to help you? 3-What trust- building behaviors might help you? (From The Speed of Trust) 4-How would you handle a staff member that was spreading negativity? (Consider your style of conflict resolution.) Your response should consist of complete sentences and should be at least one complete paragraph, but it should be no more than three paragraphs in length

Rebecca, as the manager of the Intermediate Care Unit, is faced with the challenge of implementing a major change in the unit. The change involves remodeling the unit to adopt small modules between patient rooms instead of centralized nursing stations. This change is based on studies that have shown the effectiveness of this structure in bringing nurses closer to the patients. However, Rebecca anticipates resistance from the staff and wants to ensure they are prepared for the change.

To introduce this prospective change to the staff, Rebecca should adopt a proactive and inclusive approach. She should communicate openly and transparently with the staff about the reasons behind the change and the expected benefits. It is crucial for Rebecca to emphasize the positive outcomes of the change, such as improved patient care and increased efficiency. By framing the change as an opportunity for growth and improvement, Rebecca can generate enthusiasm among the staff.

In terms of change theory, Rebecca can apply Lewin’s three-step model. This model is commonly used in organizations to facilitate successful change. The first step is to “unfreeze” the current situation, which involves creating a need for change and establishing the urgency for it. Rebecca can accomplish this by sharing the research findings that support the effectiveness of the new structure and highlighting the potential benefits to both patients and staff.

The second step in the model is the actual change process, which involves implementing the new structure. Rebecca should provide the necessary resources, training, and support to ensure a smooth transition. Open communication and regular feedback during this stage are essential to address any concerns or challenges that staff members may face.

Finally, the third step is to “refreeze” the new structure, ensuring that it becomes the new norm in the unit. This can be achieved by reinforcing the benefits of the change and recognizing the staff’s efforts in adapting to the new structure. Additionally, regular evaluation and feedback can help identify any further improvements or adjustments that may be needed.

In terms of trust-building behaviors, Rebecca can refer to Stephen M.R. Covey’s book, “The Speed of Trust.” Covey suggests that trust can be built through behaviors such as transparency, competence, integrity, and delivering results. Rebecca should demonstrate these behaviors consistently to establish trust with her staff. By being transparent about the change process, involving the staff in decision-making, and exhibiting integrity, Rebecca can foster a sense of trust and credibility.

Handling a staff member spreading negativity requires a balanced approach to conflict resolution. Instead of ignoring or suppressing the negativity, Rebecca should address the issue directly and privately with the staff member. Rebecca should actively listen to their concerns and try to understand their perspective. By demonstrating empathy and validating their feelings, she can diffuse their negative emotions and open the door for a constructive conversation.

Rebecca should then focus on problem-solving, exploring potential solutions or compromises that address the staff member’s concerns without compromising the overall change objective. In this situation, adopting a collaborative conflict resolution style that encourages open communication and mutual understanding would be most effective. By involving the staff member in the decision-making process and offering support, Rebecca can mitigate the spread of negativity and foster a more positive and productive work environment.

In summary, to introduce the prospective change to the staff, Rebecca should adopt a proactive and inclusive approach, emphasizing the positive outcomes and benefits. Applying Lewin’s three-step model can help guide the change process effectively. Trust-building behaviors, as outlined by Covey, can be employed to establish credibility and build trust with the staff. When addressing a staff member spreading negativity, an empathetic and collaborative conflict resolution style is recommended to find a constructive resolution.