Page 11 - MMP-N-NJ CCN 21st Century School Nurse Leadership Book

MAKING CHANGE HAPPEN:
SCHOOL NURSES LEADING CHANGE AND TRANSFORMATION

“Developing communities of reflective leaders, who have increased understanding of self, who feel
empowered to challenge self and subsequently transform practice is required to meet demands
within contemporary healthcare” (Boomer & McCormack, 2010, p. 642).

This toolkit utilizes eight steps of organizational change identified by Kotter (2007). The stages
are:
(1) establish a sense of urgency;
(2) form a powerful guiding coalition;
(3) create a vision;
(4) communicate the vision;
(5) empower others to act on the vision;
(6) plan for short-term wins;
(7) consolidate improvements and produce more change;
(8) institutionalize new approaches.

The challenges of change and transformation must begin with recognizing that organizations are
complex systems. Additionally, change is a process, not an event. The change process is built upon
steps and stages. Skipping steps or using shortcuts creates failure. Communication is key. The
role of leadership to ensure long-term sustainability is significant. Two main themes emerge when
an organization seeks to incorporate change into practice: the ability to apply and integrate the
knowledge into practice and the leadership strategies to promote those changes (White & Dudley-
Brown, 2016).

From the development of the initiative to the long-term sustainability of the project, leadership is a
significant force. Forming a powerful guiding coalition and ensuring that all levels of management
communicate the initiative through actions and words is essential. Borkowski (2009) describes this
as demonstrating “authentic passion” (p. xvii).

Embarking on change is a process. Successful initiatives are grounded in an understanding that
change is a process. One must utilize transformation steps and actions, or that great idea will fail.

Implementing Change Strategies

9 Use of Kotter’s Eight Steps
9 Policy Makers
9 Team of Stakeholders
9 Budget
9 SWOT Assessment
9 Time Allotment for Professional Development
9 Develop Measurement/Outcome Indicators
9 Do I need an IRB or other organizational approvals?

6