Chapter 8 - Planned Change

Power-Coercive

"Accept the change, or leave" Power ingredient: legitimate authority Usually associated with change mandated by organizational/political clout, regulatory agencies, or due to financial needs Change Agent role: Provide support

management functions in change

-forecasts -recognizes need for change -periodically assesses for signs of organizational aging and plans renewal strategies

manager's behavior in change

-the single most important factor in how people in the organization accept change -it is critical that managers not view change as a threat (must view change positively) -without change the organization may stagnate and die leader-managers must be role models to subordinates during change process -for change to become part of the organization, staff must internalize it

leadership roles in change

-visionary -risk taker -flexibility -creative

chaos theory is really about finding the underlying order in...

...apparently random data

today, most health-care organizations find themselves undergoing...

...continual change directed at organizational restructuring, quality improvement, and employee retention

the forces that push the system toward change are...

...driving forces, whereas the forces that pull the system away from change are called restraining forces

change should be...

...implemented only for good reasons

whenever possible, all those who may be affected by change should be...

...involved in planing for that change

as healthcare organizations continue to change and develop to meet new political agendas...

...meeting the needs of patients and assoicated improvements to service will be shaped by those who are willing to take ideas forward

change agents must be patient and open to new opportunities during...

...refreezing, as complex change takes time and several different attempts may be needed before desired outcomes are acheived

because change disrupts the homeostasis or balance of the group...

...resistance should always be expected

it is critical that managers not view change as a ...

...threat

2 types of nonlinear change

1. CAS theory 2. Chaos theory

what the change agent does in MOVEMENT

1. Plan 2. set goals 3. identify area of support and resistance 4. include everyone who is affected 5. set target date 6. develop appropriate strategies 7. implement change 8. be available for support 9. use strategies to overcome resistance 10. evaluate the change 11. modify if needed

Change should be implemented only for good reasons 3 good reasons for change

1. change to solve a problem 2. change to make work procedures more efficient 3. change to reduce unnecessary workload

what the change agent does in UNFREEZING

1. obtain data 2. find problem 3. is change necessary? 4. make others aware of the need for change

Lerwin identified several rules that should be followed when implementing change

1. only implemented for good reason 2. gradual 3. should be planned and not sporadic or sudden 4. ALL individuals who may be affected by the change should be involved in the planning for the change

five step stages of changes (burrowes & needs)

1. precontemplation 2. contemplation 3. preparation 4. action 5. maintenance

what the change agent does in REFREEZING

1. support others so that change continues

Individual's resistance usually depends on 4 things:

1. their flexibility to change 2. their evaluation of the immediate situation 3. the anticipated consequences of the change 4. their perceptions of what they have to lose and gain

types of change

1. unplanned chang/ change by drift 2. planned change

Normative-Re-educative

Assumes people will act in accordance with social or professional norms and values Power ingredients: communication and teamwork Change Agent roles: - Build trust - Facilitate collaboration Probably the most useful strategy for healthcare and nursing

3 Good Reasons for Change

Change to solve some problem. Change to make work procedures more efficient. Change to reduce unnecessary workload.

Planned change:

Deliberate, intentional effort by change agent to create something new.

Lewin's Force Field Model

Describes change as a dynamic balance of forces working in opposing directions within a field, such as an organization *Driving forces*: facilitate change *Restraining forces*: impede change For change to occur, forces must be altered

Roger's Adoption Typologies

Individuals adopt innovation at differing times. Mgr/Leader must recognize variations in 'warming up' and plan change strategies accordingly 1. Innovators-2.5% 2. Early adopters-13.5% 3. Early majority-34% 4. Late majority-34% 5. Laggards-16%

Why Do People Resist Change?

Lack of trust (put a star by this!) Vested interest in status quo Fear of failure Loss of status or income Misunderstanding Rigidity: change will not improve situation

Leader-Manager's Role

Look for change opportunities on unit Understand power sources - Information - Expertise - Positional Identify key people affected by change and build coalition of support among innovators Timing is everything!

Role of Change Agent in Lewin's Model

Manipulates the forces in the environment - Maximizes the driving forces - Minimizes the restraining forces Provides motivation, information, and guidance Builds trust Helps to unfreeze old attitudes and promote movement to new state Evaluate effectiveness and impact of change as part of 'refreezing' stage

Change Agent Strategies (Bennis et al, 1969)

Rational-empirical Normative-reeducative Power-coercive

Defense Mechanisms

Response to change is emotional Defense mechanisms: - Denial - Anger - Bargaining - Chaos/sabotage - Depression - Resignation/acceptance - Openness and readiness

complex adaptive systems (CAS) theory

THE RELATIONSHIP B2IN ELEMENTS AND AGENTS WITHIN ANY SYSTEM IS NONLINEAR AND THAT THESE ELEMENTS ARE CONSTANTLY IN PLAY TO CHANGE THE ENVIRONMENT/OUTCOME nonlinear change; what is true now, may not be true later 1. change should be achieved through connections and not from the top-down 2. adaptation to uncertainty during change rather than trying to predict change 3. goals should be allowed to emerge 4. value differences should be observed rather than going with the consensus

Individual Resistance Depends On

Their flexibility to change Their evaluation of the immediate situation The anticipated consequences of the change Their perceptions of what they have to lose and gain

the greatest factor contributing to the resistance encountered with change is

a lack of trust between the employee and the manager or the employee and the organization

regardless of the type of change, all major changes bring feelings of __, ___, __, and ___

achievement pride loss stress

CAS theory suggests that the relationship between elements and agents within any system is nonlinear and that these elements...

are constantly in play to change the enviroment or outcome

restraining forces

barriers; force that pulls the system away from change; impede change ex. low energy level, limited financial resources, unreliable transportation, time and family already limited

4. action

behavior modification occurs

Refreezing

change agent assists to stabilize the system change so it becomes integrated into the status quo, agent must be supportive of the efforts made by people affected, can take 3-6 months EVALUATION, /IMPLEMENTATION & EVALUATION

Movement

change agent identifies, plans and implements appropriate strategies ensuring that driving forces exceed restraining forces. overcoming resistance here may be tough - PLANNING, IMPLEMENTATION, & EVALUATION

5. maintenance

change is maintained, relapse avoided

Kurt Lewin

developed three-stage process through which the change agent must proceed so proposed change becomes part of the system: - unfreezing, - movement, -refreezing

driving forces

facilitators; forces that push the system toward change and must be increased for change to occur EX: to please one's boss, eliminate a problem, for a raise ex. opportunity for advancement, status/social gratification, enhanced self-esteem, family supportive of efforts, pay increase

2. contemplation

individual considers making a change

3. preparation

intent to change in the near future

Change should never be attempted unless the change agent can ___________

make a commitment to be available until the change is complete

A fundamental difference in management and leadership is that

managers continue the status quo and leaders embrace change.

1. precontmplation

no current intent to change

linear change

occurs in steps and sequentially

Unfreezing

occurs when change agent convinces the group to change OR guilt, anxiety, or concern can be elicited EX: people become aware change is necessary, must know extent to which people want to change and must maintain stability elsewhere because employees need balance between change and stability - Assessment, Prob ID

Change agent

person skilled in theory and implementation of change, this factor will often determine success of change. EX: manager, representatives for share holders - what often differentiates a successful change effort from unsuccessful one is the ability of the CHANGE AGENT to deal appropriately w/ conflicted human emotions and to connect and balance all aspects of the organization that will be affected by the change

tradition bearers

prefer status quo and/or may resist) regarding their propensity to seek change

____ = the NATURAL and expected response to change

resistance

butterfly effect

small changes in conditions can drastically alter a system's long-term behavior - a part of chaos theory

Porter-O'Grady (2003)

suggests that the manager's behavior is the single most important factor in how people in the organization accept change

the level of resistance depends on ___

the type of change proposed

chaos theory

tiny changes can have dramatic effects; must find order in what appears to be random data

nonlinear change

unpredictable change

Planned change

well-thought out, deliberate effort to make something happen