Introduction
The emergency department is a key component of any healthcare institution, and patient wait times are a persistent issue that may influence patient satisfaction and staff burnout. As a result of this problem, the Adirondack Medical Center emergency department created a change procedure to optimize patient flow and decrease wait times. The department effectively adopted a new triage system that prioritized patients based on severity, ensuring that those with the most urgent needs were seen first. This investigation examines the deployment of a new triage system in the emergency department using Kurt Lewin’s change theory. Moreover, it will look at how the department implemented the change and identify opportunities for improvement by following the three processes of unfreezing, moving, and refreezing. Finally, by applying Lewin’s change theory and analyzing the implementation of the new triage system, this essay can provide useful insights into optimizing patient flow and lowering wait times in the emergency room.
Main body
Lewin’s change theory is a three-step approach that may be used to modify behavior in any situation. According to Burnes (2020), the first phase in Lewin’s change theory is unfreezing, which entails developing a sense of discontent with the existing condition to foster receptivity to change. Long wait times in the emergency room produced unhappiness among patients and employees, creating an opportunity to implement change.
The department gathered data on wait times and patient complaints, which was shared with staff to illustrate the need for change and promote buy-in. The second phase in Lewin’s change theory is moving, which entails executing the change and giving training and support to employees (Roşca, 2020). In this case, the department created a new triage system that prioritized patients according to severity. Employees were instructed on how to use the new system, and the department engaged with them regularly to ensure they were happy with the change. The third and last phase in Lewin’s change theory is refreezing, which entails incorporating the change into the organization’s procedures and policies and holding employees accountable for effectively using the new system (Saleem et al., 2019). The new triage method became a permanent element of the emergency department’s operations, and employees were held accountable for its efficient use. The department continues to track wait times and patient satisfaction, making system improvements as appropriate.
Despite the general effectiveness of the transition process, it is vital to recognize that the emergency department might have enhanced the implementation of the new triage approach in several areas. Communication concerns and a lack of clarity surrounding the system, in particular, confused personnel and patients, potentially contributing to delays in service and patient discontent. These difficulties might be addressed by providing regular training and assistance to employees, ensuring they have the information and skills needed to operate the new system effectively. Improved communication routes between staff and patients, such as better signage and more informative waiting room displays, might also assist in minimizing confusion and anxiety while enhancing patient flow and satisfaction.
Conclusion
In conclusion, applying Kurt Lewin’s change theory to deploying a new triage system in the emergency department revealed insights into how the department effectively navigated the change process’s unfreezing, moving, and refreezing stages. Despite certain shortcomings, such as addressing communication concerns and providing continuous support to workers, the transformation process improved patient flow and lowered wait times. The emergency department may continue to deliver high-quality treatment to patients while serving as an example for other healthcare organizations adopting change by conducting continual analysis and improving its operations.
References
Burnes, B. (2020). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), 32–59. Web.
Roşca, V. I. (2020). Implications of Lewin’s field theory on social change. Proceedings of the International Conference on Business Excellence, 14(1), 617–625. Web.
Saleem, S., Sehar, S., Afzal, M., Jamil, A., & Gilani, Dr. S. A. (2019). Accreditation: Application of Kurt Lewin’s theory on private health care organizational change. Saudi Journal of Nursing and Health Care, 02(12), 412–415. Web.