Leadership and Management Mod 5

Kurt Lewin's Force-Field Model of Change Theory It is preferable to diminish the strength of - resistance is - Change can be- change agent -

- the restraining forces rather than increase the strength of the driving forces in order to achieve change - anticipated, cannot be overcome without force - growth-producing - a manager, leader or administrator; an innovator, likely to enjoy change

Stages of the conflict process

1 latent conflict - awareness of situation that can cause potential conflict 2 perceived conflict - discussion, but no really angry feelings 3 felt conflict - personal involvement 4 manifest conflict - those involved begin take action 5 conflict aftermath - those involve recognize positive and negative outcomes of the situation

3 Types of conflicts:

1. Intrapersonal-occurs w/in the individual 2. Interpersonal-source of the disagreement may be b/w 2 people, groups/teams 3. Organizational-(Intergroup conflict) work to clarify goals and become more cohesive

Kurt Lewin's Force-Field Model of Change Theory change occurs in 3 stages:

1. Unfreeze: current way of doing things is flawed; change agent creates dissatisfaction; people become aware that change is needed; if you don't unfreeze, you're going to create a major resistance in the moving phase because you haven't identified/upset the status quo to implement your motivators 2. Moving: the intervention or change is introduced/explained, benefits and disadvantages are discussed and the change is implemented; (new responses develop; selecting objectives, choosing role of the change agent; cognitive redefinition of attitude and behavior towards the planned change by the participants; develop a plan, set goals and objectives, identify affected, set target dates, develop strategies, implement the change, provide a supportive environment, and allow time for venting of guilt, anger, or hostility) 3. Refreezing-the new way of doing things are incorporated into the routines/habits of the affected people; most important work in this stage maintaining change, determination of the relationship between the change agent and the change system; if you unfreeze and move without refreezing, your change is not going to be successful

Almost's model of Antecedents and Consequences of Conflict-

3 primary concepts: Antecedents - individual characteristics, interpersonal factors, and organizational factors; value differences, demographic dissimilarities; lack of trust, perceived injustice, poor communication, disrespect; restructuring, changes in policy, unilateral decision making the perceived conflict - rises from antecedents; leader intervenes here before conflict escalates consequences of conflict - individual effect, -/+ interpersonal relationships, organizational effect; job stress; dissatisfaction, absenteeism, grievances

Filley's Model of Conflict Management;

5 stages: 1. Antecedent conditions- move disagreement to conflict level; usually stems from goal incompatibility 2. Perceived and/or felt conflict- frustration is a felt conflict; once felt, resolution is necessary 3. Manifest behavior- involved parties initiate behavioral responses 4. Conflict resolution or suppression- leads to development of new feelings/attitudes, which may create new conflicts 5. Resolution aftermath

7 methods of conflict management:

Avoiding, accommodating, competing, compromising, collaborating, negotiating and confronting

Kurt Lewin's Force-Field Model of Change Theory Driving forces/facilitators - Restraining forces - If restraining forces are greater than driving forces, then -

Driving forces/facilitators - support change Restraining forces - barriers to change; political issues, technology issues, cost/structural issues, and people issues If restraining forces are greater than driving forces, then change cannot succeed

6 behavioral responses to planned change: Innovators: Early adopters: Early majority: Late Majority: Laggards: Rejectors:

Innovators: change embracers. Enjoy the challenge of change and often lead change. Early adopters: Open and receptive to change but not obsessed with it. Early majority: enjoy and prefer the status quo but don't want to be left behind. Adopt change before the average person. Late Majority: aka the followers. They adopt change after expressing negative feelings and are often skeptics. Laggards: last group to adopt a change. They prefer tradition and stability to innovation. They are somewhat suspicious of change. Rejectors: openly oppose and reject the change. May be surreptitious or covert in their opposition. They may hinder the change process to the point of sabotage.

Conflict is derived from 2 causes:

Substantive causes—disagreements over policy or procedures, competition over scarce resources or administrative pressures for cost containment. Emotional causes—include distrust, fear, anger hostility, resentment, and temperamental incompatibility between participants.

Best outcome of conflict resolution-

both sides feel something is won; self-respect is intact

Collaborating-

both sides work together to achieve the optimal outcome; encompasses goals of both sides; very time-consuming

Low-level conflict supports -

change, healthy exchange of ideas; too low leads to complacency or sense of dread

Nonlinear change/complex change -

complex situations; requires interaction with multiple parties, higher-level critical thinking, and a multitude of interaction and activities

3 categories of motivators (1 or all 3 used) confirmation of non-accomplishment - confirmation of lack of obtainment - confirmation of lack of growth or motivation-

confirmation of non-accomplishment - information that confirms the desired job is not being accomplished; "we're not reaching our goal; we're not being successful confirmation of lack of obtainment - information that confirms that what is wanted, needed, or expected is not obtained. confirmation of lack of growth or motivation - this is information that confirms that growth or maturation is not being achieved

to stop conflict at the very start use conflict resolution type:

confronting is immediate and obvious movement

Kurt Lewin's Force-Field Model of Change Theory status quo -

current level functioning; doing things day in day out; a balance between the driving and restraining forces; a position of comfort

Compromising-

each side gives up something and gains something; win-win; may cause a return to the conflict; use when the goal is important but not critical; minor conflicts

competency-based education-

educator provides info and practice when equipment and technology change; group teaching

Negotiating-

high level discussion that seeks agreement; not necessarily consensus; used when the stakes are high; conflict must be resolved; agreements are permanent; optimum solution may not be reached; does not satisfy everyone completely; all parties accept conditions of the agreement; negotiating takes approach: collaborative, competitive, accommodating, avoiding, compromise

Avoiding -

ignoring the conflict consciously or unconsciously; good when conflict is not solvable; getting along is more important than the issue; agree to disagree.

Generation character Traditional pre 1944:

judeo-christian, values: hard work, commitment, professional calling, respect authority teamwork

Kurt Lewin's Force-Field Model of Change Theory force field analysis -

looks at what can and can't be changed; how and what priority

Kupperschmidt's Model -

multigenerational conflict; arises because of differences in values It is important to stress that professional RNs do not have to adopt colleagues' generational values; but they do have to recognize, allow, and respect these different values. In the workplace, a Traditional nurse might say, "Do it because I say so," and a Boomer nurse might say, "Let's get together and reach a consensus about how to do it." The Generation X staff nurses might say they will do it themselves; and Net Generation staff nurses might not care who does it as long as the work gets done.

Informal change agents -

no formal positional power, have credibility and expertise

Accommodating (Smoothing or cooperating) -

one side gives into the other side; when the stakes aren't high and there is a great need to move on; win/lose; to bank "credits" for later

Net Generation (Gen Y) 1981-2000:

perceive nursing as an occupation rather than a profession; strengths: technological competence, virtual teams; disillusioned by older generation's negative attitudes; long for a more professional health environment

change behavior must be motivated by rewards which are

positive

Generation character Baby Boomer 1944 -1960 -

sense of self-worth is tied to work ethic; disappointed by lack of upward mobility; values: loyal, stable

Linear/Planned change -

slow, methodical, predictable, incremental; low- moderate change/stable environments

Normative-reeducative change approach:

social needs; people need to have satisfactory relationships in the workplace; compliance and support for change come through fear of loss of relationships

Competing/Coercing-

someone must win or lose; used when stakes are high; time is too short to allow other techniques; or when a critical unpopular decision has to be made quickly

The goal of data analysis is to

support the need to change and to support the potential solution

it is easier to change a group -

than individuals

Generation X 1961-1980:

the "latchkey kids"; views: no such thing as job security, long-term commitments to organizations/jobs are to be avoided; skills: techno-competence, multi-tasking, ability to work well alone; disillusioned by: healthcare system overall; older generation who don't become technologically competent

Motivation-

the initial stimuli that convince concerned parties that there is a need for change; the foundation for change

Kurt Lewin's Force-Field Model of Change Theory Force field -

the present social situation with all of its properties existing over a period of time

Purpose of using a change theory -

to explain/define a current situation, which then provides direction of intervention, predicts an expected outcome

Rational-empirical change approach:

uses knowledge to encourage change

Power-coercive change approach:

uses power, control, authority and threat of job loss to gain compliance "Do it or get out"