Selected Model for Change and Its Significance to the Project

Selected model for change and its significance to the project
The appropriate change model for implementing the Evidence-Based Practice (EBP) project entails applying frameworks to minimize the heightened mortality rates linked to stroke by enhancing preventive measures at a personal level. In this context, Kurt Lewin’s change model proves a feasible choice. The model consists of three steps that offer a practical framework for comprehending the change procedure and implementing it in organizations to achieve the desired outcomes (Hussain et al., 2018). Successful organizational changes commence with providing the rationale for the change is inevitable, spotting the anticipated behavioral tendencies, and a standardization process to ensure such changes are entrenched within the organization’s norms. Lewin’s framework offers effective organizational behaviors. Therefore, the care provider cohort in the care rooms will incorporate these standardized behaviors to attain the anticipated outcomes and decrease the death prevalence linked with cardiovascular issues (Halm, 2018). Accordingly, Halm noted that critics cite inadequate evidence connecting patient improvement based on the employment of the model to address stroke cases (2018). However, it is critical to incorporate diverse mitigation procedures supported by Lewin’s change framework. The model is effective in enhancing behavioral adjustment at any organizational level. In addition, it supports staff through changes as well as establishes key strengths and resistance areas before the EBP is implemented (Archer et al., 2019).
Stages of Lewin’s change model
Stage 1: Unfreezing
This is the model’s initial and primarily critical phase for any organization desiring to undertake a change. It includes an evaluation of the old behavior and why these norms need alteration. It is ever challenging to transition individuals from a status quo because of resistance and others who fail to comprehend the necessity for change. This phase improves personnel’s motivation to persuade them to embrace change and attain better cardiovascular health outcomes (Hussain et al., 2018). In this vein, motivation is initiated in several ways, such as engaging all stakeholders in positive communication and explaining how the change will impact them. This makes it easy to communicate imminent changes and the relevant outcomes.
Stage 2: Change or Transition Phase
This phase involves the implementation of the perceived change parameters for positive outcomes. Therefore, this stage includes change drivers coordinated for effective planning and execution. Also, the stage includes communicating to people within the entity new norms and behaviors they must embrace, including providing the necessary support for workers, open communications, and providing training (Halm, 2018). It is imperative in this phase to constantly remind all stakeholders of the reasons behind the changes.
Stage 3: Refreezing
This is Lewin’s model’s final stage that incorporates standardization, rein...