Diff Views of Non Nursing Theories

Different Views of Non-Nursing Theories TFN
1. GENERAL SYSTEMS THEORY by Ludwig Von Bertalanffy (1968)
General Systems Theory is a science of “wholeness”. It describes how to break whole

things into parts and then to learn how the parts work together in “systems”. These
concepts may be applied to different kinds of systems, e.g. Molecules in Chemistry,
cultures in sociology, and Organs in Anatomy & Health in Nursing
 System - is made up of separate components. The parts rely on one another,

are interrelated, share a common purpose, and together form a whole.
 Input - is the information that enters the system.
 Output - is the end product of a system
 Feedback - is the process through which the output is returned to the system
Ludwig Von Bertalanffy Assumptions:
a) All systems must be goal

directed.
b) A system is more than the sum
of its parts.
c) A system is ever changing and
any change in one part affects
the whole.
d) Boundaries are implicit and
human system are open and
dynamic.
Nursing Models based on System Theory
 Imogene Kings System Interaction Model

 Betty Neumans Health Care Systems Model
 Dorothy Johnsons Behavioral System
2. CHANGE THEORY By Kurt Lewin
The Kurt Lewin change theory model is based on a 3-step procedure (Unfreeze-
Change-Freeze) that gives a significant way to deal with change. This three-stage
model gives a person (change agent) a thought of what executing change implies when
dealing with individuals. The 3 periods of the Kurt Lewin model give direction and
provide guidance about influencing individuals to change: an individual will carry out
new procedures and reassign tasks, yet change will only be effective if the individuals
accept it and put it into practice.
MAIN CONCEPTS:
1. UNFREEZING - Unfreezing means getting individuals to gain their outlook on

their everyday activities, unlearn their negative behavior patterns, and open up to
better approaches for arriving at their goals. Basically, the present practices and
procedures must be reassessed all together for the wheels of progress to be set
in motion. Before you can cook a meal that has been frozen, you need to defrost
or thaw it out. The same can be said of progress. Before a change can be
actualized, it must go through the process of unfreezing. Since many individuals
will normally oppose or resist change, the objective during the unfreezing stage is
to make an awareness with how the present degree of acceptability, is hindering
the organization somehow or another. Communication is especially important
during the unfreezing stage so that employees can become informed about the
imminent change, the logic behind it and how it will benefit each employee.
2. CHANGING - Lewin perceived that change is where the organization must be in

progress or move into this new condition of being. This evolving step, also
referred to as 'progressing' or 'moving,' is marked by the implementation of the
change. It is a time marked with uncertainty and fear, making it the hardest step
to overcome. During the changing step, individuals start to become familiar with
the new practices, procedures and perspectives. The more ready they are for this
step, the simpler it is to be finished. When people have opened up their minds,
change can begin. The change procedure can be an extremely powerful one
and, if it is to be effective, it will most likely require some investment and include
a transition period. So as to acquire efficiency, individuals should take on new
assignments and obligations, which involves learning to absorb information.
3. REFREEZING - Lewin called the last phase of his change model "freezing", yet
many refer to it as "refreezing" to symbolize the demonstration of reinforcing,
strengthening out the new state after the change. Lewin saw the refreezing step
as particularly important to guarantee that individuals don't return to their old
perspectives or doing old ways of thinking. Efforts must be made to ensure the
change isn't lost; rather, it should be established into the organization's way of
life and maintained as the acceptable way of thinking or doing. "Re-freezing" will
offer the individuals the chance to flourish in the new association and take full
advantage of the change. Change will possibly arrive at its full impact if it's made
permanent. When the organizational changes have been made and the structure
has recovered its effectiveness, each effort must be made to set them and
ensure the new organization becomes the standard.
REFERENCES:
https://dokumen.tips/documents/different-views-of-non-nursing-theories.html
http://www.nwlink.com/~donclark/history_isd/bertalanffy.html
https://study.com/academy/lesson/lewins-3-stage-model-of-change-unfreezing-
changing-refreezing.html
https://rapidbi.com/kurt-lewin-three-step-change-theory/

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Different Views of Non-Nursing Theories TFN

1. GENERAL SYSTEMS THEORY by Ludwig Von Bertalanffy (1968)

General Systems Theory is a science of “wholeness”. It describes how to break whole

 System - is made up of separate components. The parts rely on one another,

Ludwig Von Bertalanffy Assumptions:

a) All systems must be goal

Nursing Models based on System Theory

 Imogene Kings System Interaction Model

2. CHANGE THEORY By Kurt Lewin

1. UNFREEZING - Unfreezing means getting individuals to gain their outlook on

2. CHANGING - Lewin perceived that change is where the organization must be in

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