• PDSA (Plan-Do-Study-Act):
  • Focus on Iteration: While PDSA is excellent for process improvements and testing changes in small cycles, it may not be as effective for a large-scale organizational restructuring. The iterative nature of PDSA may not provide the comprehensive structure needed for a sweeping change like flattening a top-heavy organizational structure.
  • Lack of Emphasis on Leadership and Vision: PDSA focuses more on the cyclical testing and refining of processes, with less emphasis on leadership, communication, and vision—key components in large-scale change.
• Rogers’ Diffusion of Innovations Model:
  • Focus on Innovation Adoption: Rogers’ model is ideal for understanding how new ideas or innovations spread through a population, which is more suited to introducing new technologies or practices rather than restructuring an organization.
  • Emphasis on Social Systems Over Organizational Structure: The model focuses more on the social aspects of adoption rather than the strategic and operational aspects of organizational change, making it less applicable to the structural changes needed in this scenario.

Influence of Leadership Profile on Choices

As a leader, I prioritize clear communication, strategic thinking, and the sustainability of change. My leadership profile likely leans towards transformational leadership, where inspiring and motivating staff to embrace change is crucial. Kotter’s model aligns with this approach as it emphasizes creating a vision, building coalitions, and ensuring that the change becomes embedded in the culture. This alignment makes Kotter’s model the most suitable choice for leading a successful restructuring of the nursing department. By using Kotter’s 8-Step Change Model, I can ensure that the restructuring is not only implemented effectively but also leads to a sustainable, efficient nursing department that supports the organization’s financial health.