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NUR4455/N4455 Module 1 Assignment: Change Theories Project, focused on nursing change th, Exams of Nursing

University of Texas - ArlingtonNursing

NUR4455/N4455 Module 1 Assignment: Change Theories Project, focused on nursing change theories, application, leadership roles, and project planning in nursing practice (University of Texas-Arlington)

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2024/2025

Available from 07/16/2025

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NUR4455/N4455 Module 1 Assignment: Change
Theories Project, focused on nursing change
theories, application, leadership roles, and
project planning in nursing practice (University
of Texas-Arlington)
1. What is the primary goal of Lewin’s Change Theory in healthcare?
To facilitate planned change by unfreezing, moving, and
refreezing behavior
Lewin's theory focuses on preparing individuals to change (unfreeze),
implementing change (move), and making the change permanent (refreeze).
2. Which stage of Lewin’s model involves creating motivation to change?
Unfreezing
Unfreezing involves disrupting the current equilibrium to prepare for change.
3. In Lewin’s theory, the “refreezing” stage involves:
Establishing stability after the change
Refreezing reinforces the new behavior or practice to sustain the change.
4. The "moving" phase in Lewin’s theory includes:
Implementing the change
This phase involves actual actions and strategies to move toward the new state.
5. Which theory emphasizes communication and participation for successful
change?
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NUR4455/N4455 Module 1 Assignment: Change

Theories Project, focused on nursing change

theories, application, leadership roles, and

project planning in nursing practice (University

of Texas-Arlington)

  1. What is the primary goal of Lewin’s Change Theory in healthcare? To facilitate planned change by unfreezing, moving, and refreezing behavior Lewin's theory focuses on preparing individuals to change (unfreeze), implementing change (move), and making the change permanent (refreeze).
  2. Which stage of Lewin’s model involves creating motivation to change? Unfreezing Unfreezing involves disrupting the current equilibrium to prepare for change.
  3. In Lewin’s theory, the “refreezing” stage involves: Establishing stability after the change Refreezing reinforces the new behavior or practice to sustain the change.
  4. The "moving" phase in Lewin’s theory includes: Implementing the change This phase involves actual actions and strategies to move toward the new state.
  5. Which theory emphasizes communication and participation for successful change?

Lippitt’s Change Theory Lippitt emphasized the importance of communication, leadership roles, and stakeholder participation in seven phases.

  1. In Rogers' Diffusion of Innovations Theory, early adopters are: People who adopt innovations soon after they become available Early adopters are key influencers who help diffuse innovation to others.
  2. The final stage of Roger’s Innovation Theory is: Confirmation The confirmation stage is when the adopter decides whether to continue using the innovation.
  3. According to Kotter's 8-Step Change Model, the first step is: Establishing a sense of urgency Creating urgency motivates stakeholders to support the change process.
  4. What is Kotter’s seventh step in the 8-Step Change Model? Consolidate gains and produce more change This step encourages ongoing progress and reinforcement of the change.
  5. In the ADKAR model, the “K” stands for: Knowledge Knowledge refers to information on how to implement the change.
  6. The ADKAR model is best suited for: Individual-focused change management ADKAR focuses on personal awareness, desire, knowledge, ability, and reinforcement.
  7. According to Havelock’s Change Theory, which stage involves building a relationship with the client?
  1. A "guiding coalition" refers to: A group of individuals committed to leading the change This coalition drives the change and motivates others.
  2. Change agents in nursing are typically: Nurse leaders or managers Change agents initiate, support, and sustain change.
  3. The best theory for large, organizational-level changes is: Kotter’s 8-Step Change Model Kotter's model provides structured steps suited for complex changes.
  4. Which theory involves reinvention and peer-to-peer communication as critical elements? Rogers’ Diffusion of Innovations It emphasizes social influence and reinvention during adoption.
  5. An example of “refreezing” in Lewin’s model is: Formalizing the new policy in the unit handbook Making the change part of institutional norms refreezes the behavior.
  6. In Lippitt’s theory, the final stage focuses on: Termination of the helping relationship This occurs once the change is sustained and the client can maintain it independently.
  7. A nurse introducing a new electronic documentation system should first: Assess staff readiness and motivation Understanding readiness helps plan the change effectively.
  1. The "ability" stage in ADKAR requires: Practice and support to implement skills Ability means people can perform the change behavior.
  2. Why is the “awareness” phase critical in ADKAR? It explains why the change is needed Without awareness, people lack understanding and motivation.
  3. Change fatigue refers to: Exhaustion due to continuous or frequent change It can lead to burnout, resistance, and low morale.
  4. A key role of the nurse leader in change management is to: Act as a change facilitator and advocate Leaders guide, support, and model the desired change.
  5. Which factor improves sustainability of a change project? Continuous feedback and adjustment Ongoing evaluation ensures adaptability and success.
  6. The force field analysis in Lewin’s theory includes: Driving and restraining forces It helps evaluate factors supporting or opposing the change.
  7. Which strategy helps overcome resistance to change? Clear communication and transparency Understanding and addressing concerns reduce fear and opposition.
  8. The middle-range theory that integrates change into practice environments is: Trans-theoretical Model of Change This model assesses readiness and tailors interventions accordingly.
  1. A SMART goal in a change project should be: Specific, Measurable, Achievable, Relevant, Time-bound SMART goals provide direction and clarity.
  2. To reinforce change, leaders should: Recognize and reward new behaviors Positive reinforcement sustains the desired change.
  3. The innovation-decision process in Rogers’ theory includes: Knowledge, persuasion, decision, implementation, confirmation These steps reflect how people adopt new practices.
  4. Lippitt’s seven-step theory is an extension of: Lewin’s model Lippitt added details about leadership and communication.
  5. The “change agent” in a project should demonstrate: Strong communication and problem-solving skills These traits enable effective change facilitation.
  6. A driving force in change can be: Increased patient complaints about safety Such data creates pressure for improvement.
  7. Which factor is a restraining force in the force field analysis? Fear of job loss Such fears hinder willingness to adopt new behaviors.
  8. In project planning, a Gantt chart is used to: Track project tasks and timelines It visually maps tasks, deadlines, and progress for accountability.
  1. What does “refreezing” help ensure in a change project? Stability and sustainability of the new practice Refreezing integrates the new change into the organizational culture.
  2. When staff feel uncertain during a change process, the nurse leader should: Provide reassurance and consistent updates Timely communication reduces fear and confusion.
  3. Which change theory model focuses on stages of adoption like innovators and laggards? Rogers’ Diffusion of Innovations Theory Rogers categorizes adopters to understand the rate and pattern of innovation uptake.
  4. In the ADKAR model, “Desire” relates to: The willingness to support and participate in the change Without desire, change efforts often fail due to lack of engagement.
  5. What is a common result of inadequate communication during change? Increased resistance and confusion Lack of information leads to rumors and pushback.
  6. A nurse demonstrating transformational leadership during change would: Inspire and motivate others through a shared vision Transformational leaders use influence and inspiration to foster change.
  7. During unfreezing, it is important to: Challenge current beliefs and prepare for new ways This phase disrupts the status quo to make room for change.
  1. The success of a change project is often linked to: Strong leadership and stakeholder engagement Involvement from the top and bottom ensures alignment.
  2. Nurse leaders can encourage innovation by: Creating a safe space for idea sharing Psychological safety promotes creativity and experimentation.
  3. When staff express concerns about a new policy, the best response is: Acknowledge concerns and offer clarifications Validating feelings builds trust and opens dialogue.
  4. ADKAR's “Reinforcement” ensures: The change remains consistent and long-lasting Positive reinforcement helps institutionalize the new practice.
  5. One common cause of change resistance is: Fear of increased workload or job loss Change can be perceived as threatening without proper framing.
  6. A successful project kick-off should include: Clear objectives, roles, and timelines Establishing structure up front improves coordination.
  7. Monitoring for unintended consequences post-change is: Part of the evaluation process This ensures that negative outcomes are caught early.
  8. The “early majority” in Rogers' theory are: Deliberate adopters who adopt innovations before the average person They follow early adopters but are not the first to try new things.
  1. When change efforts stall, leaders should: Reassess goals and re-engage the team Renewing focus can help overcome stagnation.
  2. Lippitt's theory is especially useful when: External change agents are involved It supports partnerships between client and consultant roles.
  3. Communication strategies should be tailored to: The audience's needs and concerns One-size-fits-all communication often fails to resonate.
  4. Engaging staff through shared decision-making promotes: Higher satisfaction and cooperation Collaboration increases ownership and reduces resistance.
  5. A measurable outcome in a hand hygiene initiative might be: Reduction in hospital-acquired infections Linking actions to results validates the change.
  6. In Kotter's model, "anchoring new approaches" refers to: Making the change part of organizational culture Embedding values and practices secures the change long-term.
  7. A benefit of ADKAR is: Focus on individual change readiness It identifies where individuals need support.
  8. Rogers' "laggards" are: Last to adopt an innovation Often skeptical and risk-averse, they delay adoption.
  1. Celebrating milestones during a project: Boosts morale and maintains motivation Recognizing achievements energizes the team.
  2. One challenge in sustaining change is: Reverting to old habits Without reinforcement, behaviors may regress.
  3. Clinical practice guidelines are an example of: Evidence-based change tools They translate research into practice improvements.
  4. Nurse-led quality improvement projects benefit from: Supportive leadership and resource allocation Backing ensures the project has tools for success.
  5. During refreezing, one important strategy is: Policy updates reflecting new practices Formalizing changes solidifies expectations.
  6. A tool to measure staff readiness for change is: Readiness assessment survey It identifies areas of resistance or support.
  7. When change threatens personal values, staff may: Experience ethical conflict Internal value clashes create emotional resistance.
  8. To align change with organizational culture, leaders should: Map changes to core values and mission Cultural alignment fosters acceptance and synergy.
  1. Project sustainability depends on: Ongoing leadership support and resource availability Sustainability needs structural and financial reinforcement.
  2. The "persuasion" phase in Rogers' theory involves: Forming a favorable or unfavorable attitude toward the change This is when individuals start considering the innovation.
  3. A unit-based council helps change efforts by: Representing staff voices in planning Empowering teams ensures more inclusive decisions.
  4. Clinical microsystems are: Small, frontline units delivering patient care Change often starts here due to direct patient interaction.
  5. The “ability” stage in ADKAR focuses on: Implementation of skills and behaviors It's the moment where learning translates to action.
  6. One way to reduce fear of change is: Offer training and mentorship Education builds confidence and capability.
  7. Staff buy-in improves when leaders: Model the change they want to see Authenticity and example-setting encourage others to follow.
  8. A challenge with top-down change is: Lack of input from frontline staff Without engagement, staff may feel alienated.
  1. The emotional reaction to change is called: Change curve response Staff may move through denial, anger, exploration, and acceptance.
  2. Peer influence is most important in: Rogers’ model of innovation diffusion Social systems affect how quickly change spreads.
  3. In a change project, continuous quality improvement (CQI) ensures: Adaptation based on real-time feedback CQI allows iterative improvement and responsiveness.
  4. Nursing-sensitive indicators are: Metrics that reflect nursing care outcomes These include falls, pressure ulcers, and infection rates.
  5. A nurse mentoring others through change is acting as: A role model and facilitator Supportive peers help others transition smoothly.
  6. Implementing change without evaluation risks: Failure to measure impact or unintended effects Without feedback, effectiveness cannot be ensured.
  7. Nurse-driven protocols empower nurses to: Make evidence-based decisions independently Protocols increase autonomy and consistency.
  8. Stakeholder analysis includes: Identifying influence, interest, and concerns This helps prioritize engagement strategies.
  1. Final reporting on a change project should include: Outcomes, lessons learned, and recommendations It ensures transparency, accountability, and replication.
  2. What role does feedback play in sustaining change? It allows for continuous improvement and correction Feedback highlights what is working and what needs adjustment to maintain change.
  3. Which of the following is a key characteristic of transformational leadership? Inspiring followers to achieve a shared vision Transformational leaders motivate and empower their teams.
  4. A nurse conducting a root cause analysis (RCA) is seeking to: Identify the fundamental reason for a problem RCA digs deep beyond symptoms to find core issues to address.
  5. Which phase in Kotter’s model focuses on empowering broad-based action? Step 4 Removing barriers and enabling people to act on the vision is crucial for momentum.
  6. What is the purpose of stakeholder engagement in change management? To ensure support and reduce resistance Involving stakeholders helps align interests and increases buy-in.
  1. Which theory emphasizes stages of individual readiness for change? Trans-theoretical Model (Stages of Change) It outlines progression from precontemplation to maintenance.
  2. A nurse leader demonstrates transformational leadership by: Encouraging innovation and creativity This style supports growth and motivation.
  3. What is a common sign of change fatigue? Decreased motivation and productivity Overexposure to change can overwhelm staff.
  4. What is a “quick win” in Kotter’s model? An early visible success that builds momentum It helps sustain enthusiasm and commitment.
  5. Which model focuses on unfreezing, changing, and refreezing? Lewin’s Change Theory This simple but effective model guides change steps.
  6. What should be the first step when planning a change project? Assessing the current situation A baseline is necessary to understand what needs changing.
  7. How does shared governance support change? By increasing nurse participation and ownership Engagement improves acceptance and sustainability.
  8. What is the impact of leadership visibility during change? Increases trust and demonstrates commitment Visible leaders encourage staff confidence.
  1. What is the best way to measure change effectiveness? Comparing outcomes before and after change Data shows if objectives are met.
  2. What role do nurse champions play in change? Promote and advocate for the change among peers They influence others positively.
  3. What is a restraining force in Lewin’s force field analysis? Staff resistance Resisting forces hinder change progress.
  4. What is the “desire” element in the ADKAR model? The motivation to support and participate in change Desire drives personal commitment.
  5. Which of these is a benefit of involving staff in change planning? Greater acceptance and less resistance Participation fosters ownership.
  6. How does Kotter’s step “creating a guiding coalition” help? By assembling a team to lead the change effort Strong leadership is essential for success.
  7. What is the significance of the “knowledge” step in ADKAR? Providing information on how to change Knowledge builds capability.
  8. Which stage of change involves adopting new behaviors? Implementation This is the active phase of change.