NUR514 WEEK 3 ASSIGNMENT, IMPLEMENTING
CHANGE WITH AN INTERPROFESSIONAL
APPROACH PRESENTATION ACTUAL PRACTICE
EXAM WITH WELL ELABORATED AND MOST
TESTED REAL PRACTICE QUESTIONS AND 100%
CORRECT VERIFIED ANSWERS WITH DETAILED
RATIONALES PLUS EXPERT ANSWER KEY 2026-2027
Q&A 100% GUARANTEED PASS A+ INSTANT
DOWNLOAD PDF
1. A nurse manager is utilizing Lewin’s Change
Theory to implement a new barcode medication
administration system. Which action should the
manager take during the ‘unfreezing’ stage of
this process?
A. Provide ongoing support and technical
assistance to staff members during the transition.
B. Create a sense of urgency by sharing data
regarding recent medication errors on the
unit.
C. Develop a new policy manual that outlines
the step-by-step procedure for the new system.
, D. Celebrate the successful implementation of
the system with a staff recognition event.
Rationale: The unfreezing stage involves
identifying the need for change and preparing
staff to let go of old patterns. By sharing data
on medication errors, the manager highlights
the necessity for improvement and motivates
staff to accept the new system.
2. According to Kurt Lewin’s change theory, which
stage is characterized by the active
implementation of new strategies or behaviors?
A. Moving
B. Unfreezing
C. Refreezing
D. Transforming
Rationale: The “Moving” stage involves
implementing new strategies or behaviors to
facilitate change, such as adjusting one's
schedule to incorporate studying. Unfreezing is
recognizing the need, and Refreezing is
stabilizing the change.
,3. A change leader wants to apply Kotter's 8-Step
Model. After establishing a sense of urgency,
which step should the leader prioritize to ensure
the change effort gains momentum?
A. Communicating the change vision
B. Forming a powerful guiding coalition
C. Empowering broad-based action
D. Generating short-term wins
Rationale: Kotter's model specifies that after
creating urgency, the next step is to form a
powerful coalition to lead the change. This
coalition provides the authority and resources
needed. Communicating the vision comes after
coalition formation.
4. In Lewin's Force Field Analysis, what are the
two opposing forces that drive or hinder change?
A. Driving forces and restraining forces
B. Internal forces and external forces
C. Positive forces and negative forces
D. Economic forces and social forces
Rationale: Force Field Analysis identifies two
, opposing forces: driving forces (which push for
change) and restraining forces (which resist
change).
5. A major criticism of Lewin's Change Model in
the modern era is that:
A. It is too complex for most organizations to
implement
B. The "Refreeze" stage is often unrealistic in
today's fast-paced business environment
C. It does not address the human element of
change
D. It has not been proven effective in any setting
Rationale: A major criticism of Lewin's model
is that the "Refreeze" stage is often unrealistic
in today's fast-paced business environment
where change is constant. The model is not
considered too complex, it does address the
human element, and it has been proven
effective in many settings.
6. A manager is applying Lewin's Force Field
Analysis to a change initiative. After identifying
CHANGE WITH AN INTERPROFESSIONAL
APPROACH PRESENTATION ACTUAL PRACTICE
EXAM WITH WELL ELABORATED AND MOST
TESTED REAL PRACTICE QUESTIONS AND 100%
CORRECT VERIFIED ANSWERS WITH DETAILED
RATIONALES PLUS EXPERT ANSWER KEY 2026-2027
Q&A 100% GUARANTEED PASS A+ INSTANT
DOWNLOAD PDF
1. A nurse manager is utilizing Lewin’s Change
Theory to implement a new barcode medication
administration system. Which action should the
manager take during the ‘unfreezing’ stage of
this process?
A. Provide ongoing support and technical
assistance to staff members during the transition.
B. Create a sense of urgency by sharing data
regarding recent medication errors on the
unit.
C. Develop a new policy manual that outlines
the step-by-step procedure for the new system.
, D. Celebrate the successful implementation of
the system with a staff recognition event.
Rationale: The unfreezing stage involves
identifying the need for change and preparing
staff to let go of old patterns. By sharing data
on medication errors, the manager highlights
the necessity for improvement and motivates
staff to accept the new system.
2. According to Kurt Lewin’s change theory, which
stage is characterized by the active
implementation of new strategies or behaviors?
A. Moving
B. Unfreezing
C. Refreezing
D. Transforming
Rationale: The “Moving” stage involves
implementing new strategies or behaviors to
facilitate change, such as adjusting one's
schedule to incorporate studying. Unfreezing is
recognizing the need, and Refreezing is
stabilizing the change.
,3. A change leader wants to apply Kotter's 8-Step
Model. After establishing a sense of urgency,
which step should the leader prioritize to ensure
the change effort gains momentum?
A. Communicating the change vision
B. Forming a powerful guiding coalition
C. Empowering broad-based action
D. Generating short-term wins
Rationale: Kotter's model specifies that after
creating urgency, the next step is to form a
powerful coalition to lead the change. This
coalition provides the authority and resources
needed. Communicating the vision comes after
coalition formation.
4. In Lewin's Force Field Analysis, what are the
two opposing forces that drive or hinder change?
A. Driving forces and restraining forces
B. Internal forces and external forces
C. Positive forces and negative forces
D. Economic forces and social forces
Rationale: Force Field Analysis identifies two
, opposing forces: driving forces (which push for
change) and restraining forces (which resist
change).
5. A major criticism of Lewin's Change Model in
the modern era is that:
A. It is too complex for most organizations to
implement
B. The "Refreeze" stage is often unrealistic in
today's fast-paced business environment
C. It does not address the human element of
change
D. It has not been proven effective in any setting
Rationale: A major criticism of Lewin's model
is that the "Refreeze" stage is often unrealistic
in today's fast-paced business environment
where change is constant. The model is not
considered too complex, it does address the
human element, and it has been proven
effective in many settings.
6. A manager is applying Lewin's Force Field
Analysis to a change initiative. After identifying
