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  • University : The University of Sydney
  • Subject Name : Healthcare


Changes can be anything from realigning objectives to turn out to be increasingly proficient for clients or managing a mass turnover condition (status net, n.d.). Change management can encounter certain challenges while execution. The focus of this study is to provide solutions for the smooth implementation of change in the model of care in a hospital.


The implementation of any change in an organisation involves multiple challenges. The primary concern prior to implementation is the availability of resources i.e. both time and money. The limited availability of resources can thus be a challenge in the change management. Additionally, resistance and lack of willingness of the employees for the change are another obstacles in change management (status net, n.d.). Furthermore, staff members of an organisation not having a close understanding about the need of a change can also present a challenge for the implementation of a change. This lack of understanding can result from the lack of effective leadership and broken communication inside the organisation (Hayes, 2018).

Model of Change Management

According to Hussain et al., (2018), a model for the change implementation includes three stages, and both employee involvement and leadership play a major role in the execution of the change. This is the Kurt Lewin’s model of change. In the first stage of this model ‘unfreeze’, benefits that will be imparted after the change implementation are effectively communicated with the employees, who will be the key stakeholders after implementation to prepare them for the upcoming change. Effective leadership plays a major role here. The second stage is the ‘change’ itself; the people of the organisation begin getting used to the idea that things will not be the same and continuous communication about the benefits of the change will keep them supporting the idea of the change. The third stage is ‘refreeze’, which comes when the change has occurred and becomes the part of the organisation’s culture. In this stage employees are needed to be provided with the right amount of support and training in order to make them stay on the right path (Hussain et al., 2018).

Rationale for Strategy Selection

Since the management of change in any organisation requires the people in that organisation to be ready for the differences imparted by change, strategic use of the above mentioned Kurt Lewin’s model of change is of paramount importance. It makes sure to prepare the organisational employees for the coming change by giving them an insight to the benefits that will come along with the change (Hussain et al, 2018). Along with this, it is important to make sure that the functioning in every aspect of the organisation is smooth after implementing the change. Lewin’s model for change makes sure that the resources and the benefits of the change are available to everybody by following proper communication from one end to the other end of the organisation, taking the feedback of the employees and consecutively working on that feedback.


The process of change management and implementation brings along numerous challenges, thus in order to properly implement the new model of care in my hospital, I will make sure to follow the aforementioned strategy. I will ensure to communicate effectively with my employees and help them understand the importance of the new model of care so that the execution can be done smoothly.


Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. https://doi.org/10.1016/j.jik.2016.07.002

status net. (n.d.). The principles of change management. Retrieved from https://status.net/articles/change-management-principles/

Hayes, J. (2018). The theory and practice of change management. London, UK: Palgrave.

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