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Chaos Theory and Kotter’s 8-Stage Planned Change Model

In one of the healthcare organizations where I previously worked, the organization’s management decided to introduce a clocking-in system, which was considered appropriate for tracking employees attendance and time at the organization. Even though the organization perceived the change as minor, it resulted in a ripple effect in the entire organization. Many employees experienced problems using the system and some even forgot to click-in and out of work. Employees presented several complaints concerning unfair penalties even in situations where they attended work and failed to clock-in. Most of them were demoralized and burnouts increased, and some employees sought employment elsewhere. This problem could not have been experienced if the organization’s management comprehended chaos theory. This theory holds that a small change that transpires in the beginning within a system can result in large changes within the process (Demir et al., 2019). By comprehending the Chaos Theory, the organization’s management could have been aware of the potential effects of introducing the clocking-in system to the entire organization and embrace appropriate steps in introducing or implementing the change. I would employ Lewin’s Planned Change Theory in introducing the clocking-in system in the organization. This model is associated with three stages including unfreezing, change, and refreezing (Batras et al., 2016). The unfreezing stage would involve establishing a suitable mechanism of assisting nurse employees to abandon the old method of signing attendance and departure. I would focus on rewarding employees that use the new system, and facilitating employees in overcoming group conformity and resistance, as suggested by Batras et al. (2016). The change stage would entail implementing the use of the clock-in system by persuading employees about its benefits, working with employees to encourage its use, and involving the senior management in facilitating its use. The freezing stage would involve making the use of a clock-in system a habit within the organization.