Introduction

The practice problem, obesity, portends a grave public health risk to the community served by the healthcare provider under discussion. For there to be a concrete change in the way the healthcare institution, and the community in general handles obesity, there needs to be a complete transformation in the way that the nursing personnel process and deploy interventions for patients. 

Transformational theory in nursing

One of the essential points to note with the transformational model, especially with nursing practice, is that it does not improve systems and individuals, making them better, or more efficient. The ultimate goal is to dismantle what has been the status quo and inaugurate new systems and means of operation that are different and better. The main idea then is to identify existing and emerging information, technologies, and evidence, and use these to formulate new ways that are a radical break from what has been in operation, and, primarily, not been as good in resolving the issues that exist (Masood and Afsar 2017). 

For the transformational change model to work, transformational leadership is necessary. The nursing or other clinical department leader needs to inspire the people they lead to aim for new modes of service delivery that are backed by evidence and new technologies but those they fully understand. This understanding can only occur if the people expected to implement the change have been fully involved in the process, and as a result, feel that they own the process. 

Appraising the evidence

As (Michaud et al., 2017) show, there is a direct economic and social benefit when obesity levels are brought down. This is even better when the means are tailored for specific communities and individuals. This is a new form of evidence that is unlikely to be covered by existing methods of controlling obesity. The transformational model of change can check such new evidence and methods, and coopt them into the new way of doing things. Due to the focus on leadership and members' participation, it is possible to carry out radical changes involving new evidence without seriously jeopardizing the new change. 

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Stakeholder involvement

The transformational model of change appreciates the critical role played by stakeholders in the change process. While the nursing department will be vital in driving the change, other aspects are equally influential and instrumental in achieving the new way of doing things. Through the transformational model, change is not only for a specific process being made better. It involves the interrogation of other methods associated with the process under review and establishing how they need to change to accommodate the new way of doing things. As described above, transformational changes need all the people expected to play a decisive role in achieving it (Jacobs et al., 2017).
 

Identifying barriers to change

As with other forms of change models, resistance, and barriers to change are inevitable, even with the transformational change model. To counter this, the model has a few methods of identifying the barriers and proactively dealing with them. For instance, resistance from employees can be effectively curbed by involving them in the process. Charges of lack of funds amidst a global pandemic can easily be countered by showing the enormous benefits that will accrue to both the community and the healthcare provider, should the change be supported (Robbins and Davidhizar 2020). 

References

Jacobs, B., Cordell, D., Chin, J., and Rowe, H. (2017). Towards phosphorus sustainability in North America: A model for transformational change. Environmental Science & Policy, 77, 151-159.

Masood, M., and Afsar, B. (2017). Transformational leadership and innovative work behavior among nursing staff. Nursing Inquiry, 24(4), e12188.