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Copy of Kotter's 8 Steps of Change Theory

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Julie Morgan

on 17 September 2013

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Transcript of Copy of Kotter's 8 Steps of Change Theory

Kotter's 8 Steps of Change Theory
Application of Kotter's 8 Steps
NRS 424 Leadership & Management
in Professional Nursing
Presented by:
Tracy Bolton
Amy Croatt
Laurie Kraft
Samantha Myhre

Applying Transformational
Leadership Concepts
“A leader who motivates followers to perform to their full potential over time by influencing a change in perceptions and by providing a sense of direction.” (Huber, 2010, p. 17)
Vision and Rationale
Establishing a Sense of Urgency
Forming a Powerful Guiding Coalition
Developing a Change Vision
recommendations lead to vision
short summary that you see as the future of organization
Communicating the Vision
Empowering Others
to Act on the Vision
Remove as many barriers as possible and unleash people to do their best work
Planning for and Creating
Short Term Wins
Offer Awards based on Internal Audits:
Increased Compliance of 15% in 90 days
most improved in 90 days
Awards of:
$1000 gas card
gift certificate
Consolidating Improvements and Producing Still More Change
Follow up meetings
Improve Staffing
Collaborate with IT
Create Super Users
Work with CNS
Involve Research Project
Make It Stick
Expanding success to larger audience with new behaviors and success
Take the pulse of the company and determine it's "true urgency"
Urgent behavior is driven by understanding the world contains opportunities and hazards
This inspires gut-level determination to move and win, now.
Guaranteed Success
"Aim for the Heart"
Demystify their Perceptions
Honest Dialogue
Budget Information re: potential fines
Fully Understand the Threat
What's Important and What's Not
Meet with Committees from all angles
Information Technology (IT)
Internal Auditors
Clinical Nurse Specialists (CNS)
Staff Nurses (both the novice and expert)
Infection Control
Qualities of an Effective Coalition
Positional Power
Clarify how the future will be different from the past
simplifies more detailed decision
motivates to take action in the right direction even if painful at first
coordinates actions to different people in a fast and efficient way
Effective vision with have 6 characteristics:
Ensures as many people as possible understand and accept the vision
Communication should be:
Poster with goals
time management
"Chart it - Don't Dart It"
"2 for Twenty" program
Actions Speaks Louder than Words
Increases motivation
Inspires confidence in leaders
Decreases cynicism
Identify significant improvements between 6-18 months
must be clearly related to change
increases sense of urgency and optimism of those making effort to change
provides positive feedback = boosts morale and motivation
helps fine tune vision and strategies
tends to undermine credibility of cynics and self-serving resistors
builds momentum
neutral = supporters
reluctant supporters = active helpers
Don' t Let Up!!
Anchoring new approaches in the culture for
sustained change
Tradition is a powerful force. It is kept in place by creating a new, supportive and sufficiently strong organizational culture
It takes the majority of an organization truly embracing the new culture for there to be any chance of success in long term

Cardinal Solutions. (2013). The art of transformational leadership. Retrieved from http://www.cardinalsolutions.biz/blog/bid/160014/The-Art-of-Transformational-Leadership
Frank-Stromborg, M., Christensen, A., & Do, D. (2001). Nurse documentation: not done or worse, done the wrong way – part I. Oncology Nursing Forum, 28(4), 697-702. Retrieved from http://connection.ebscohost.com/c/articles/9522007/nurse-documentation-not-done-worse-done-wrong-way-part-i
Frank-Stromborg, M., Christensen, A., & Do, D. (2001). Nurse documentation: not done or worse, done the wrong way – part II. Oncology Nursing Forum, 28(5), 841-846. Retrieved from http://connection.ebscohost.com/c/articles/9522007/nurse-documentation-not-done-worse-done-wrong-way-part-ii
Kotter International. (2012). The 8-Step Process for Leading Change. Retrieved from http:/www.kotterinternational.com
Kotter International. (2012). The Head and the Heart. Retrieved from http://www.kotterinternational.com
Kotter International. (2012). Urgency. Retrieved from http://www.kotterinternational.com
Sherman, R.O. (2012). What followers want in their nurse leaders. American Nurse Today, 7(9), 1-11. Retrieved from http//www.medscape.com/viewarticle/771912
Swanson, J. W., &Tidwell, C.A. (2011). Improving the culture of patient safety through the magnet journey. Medscape, 16(3), 1-9. Retrieved from http://www.medscape.com/viewarticle/758851
Webster, M. (2012). Kotter’s 8-step change model. Martin Webster, Esq. Retrieved from http://www.leadershipthoughts.com/kotters-8-step-change-model/
Zori, S., & Morrison, B. (2009). Critical thinking in nurse managers. Medscape, 27(2), 75-79. Retrieved from http://www.medscape.com/viewarticle/707855
Patient-outcome perspective
Quality Improvement perspective
Legal-ethical perspective
Who pays for medical care?

"If it's not charted, it's not done"
Documentation in the Workplace is either not done, done wrong or is incomplete

Why is this a problem?

Nurse Documentation - Not Done or Worse, done the wrong way
Legally, documentation is AS important as the care provided
Negligence and Malpractice lawsuits
Changing technology impacts
Incomplete Documentation in the Workplace
Importance of Documentation
Reasons nurses do not adequately document care
Environmental Barriers
Heavy patient load
Insufficient Staffing
Cumbersome Charting Formats
Lack of Time
Intrinsic Barriers
Language and/or Motivation to document behaviors or nonphysical concerns
Norms that favor communication
Lack of Confidence
Obvious Treatments or Care
Reliance on the Computer
Sharing the Vision - the "big picture"
Passion, enthusiasm, and positive energy
Leader and followers working together
Company and employee growth
Struggle with Detail
Frequent Feedback to Followers
Moral Mission
Immoral and Unethical
Truth and Reality
Solutions to barriers
2 for 20 program
Management to assist with coverage
Provide teaching/inservice on charting system
Adjust CNA/RN schedules with overlap
Systems Issues - reminders built into software
Concept Map
New practices must grow deep roots in order to remain firmly planted in the culture
Full transcript