leadership and management Chapter 8 planned change
Stage II-movement
1. Develop a plan 2. Set goals and objectives 3. Identify areas of support and resistance 4. Include everyone who will be affected by the change in its planning 5. Set target dates 6. Develop appropriate strategies 7. Implement the change 8. Be available to support others and offer encouragement through the change 9. You strategies for overcoming resistance to change 10. Evaluate the change 11. Modify the change, if necessary
The role of management functions in planned change
1. Forecasts unit needs with an understanding of the organizations and the units legal, political, economic, social, and legislative climate. 2. Recognizes the need for plan change and identifies the options and resources available to implement that change. 3. A properly assesses in response to the driving and restraining forces when planning for change. 4. Identifies and implements appropriate strategies to minimize or overcome resistance to change. 5. Seeks subordinates input in planned change and provide them with adequate information during the change process to give them some feeling of control. 6. Supports them reinforces the individual efforts of subordinates during the change process. 7. Identifies and uses appropriate change strategies to modify the behavior of subordinates as needed. 8. Periodically assesses the unit/Department for signs of organizational aging and plans of renewal strategies. 9. Continues to be actively involved in the refreezing process until the change becomes part of the new status quo.
stage I-unfreezing
1. Gather data 2. Accurately diagnose the problem 3. Decided changes needed 4. Make others aware of the need for change; often involves deliberate tactics to raise the group's discontent level; do not proceed to stage II unless the status quo has been disrupted and the need for change is perceived by the others.
leadership roles in planned change
1. His visionary and identifying areas of needed change in the organization and the health care system. 2. Demonstrates risk taking and assuming the role of change agent. 3. Demonstrates flexibility and goal setting in rapidly changing healthcare system. 4. Anticipates, recognizes, and creatively problem solves resistance to change. 5. Serves as a role model to follow orders during planned change by viewing change as a challenge and opportunity for growth. 6. Role models high-level interpersonal communication skills in providing support for followers undergoing rapid or difficult change. 7. Demonstrates creativity and identifying alternatives to problems. 8. Demonstrate sensitivity to timing and proposing planned change. 9. Take steps to prevent aging and organization and to keep current with the new realities of nursing practice. 10. Supports them reinforces the individual adaptive efforts of those affected by change.
stages of change model SCM
1. Precontemplation 2. Contemplation 3. Preparation 4. Action 5. Maintenance
stages of change model SCM explained
1. Precontemplation- No current intention to change 2. Contemplation-Individual considers making a change. 3. Preparation-There is intent to make a change in the near future. 4. Action-Individual modifies his or her behavior. 5. Maintenance-Changes maintained and relapse is avoided.
Kurt Lewin's development of change theory
1951 identify three phases through which the change agent must proceed before a plan change becomes part of the system which include: Unfreezing movement refreezing
A contemporary adaptation of Lewin's model
Burroughs and needs shared a more contemporary adaptation of the model in their discussion of a five-step stages of changing model SCM
true false fluence model suggested that people like to feel safe, comfortable, and in control of their environment.
For change to occur then, the balance of driving and restraining forces must be altered. The driving forces must be increased or the restraining forces decrease.
because change disrupts the homeostasis or balance of the group, resistance should be expected as a natural part of the change process.
Key concept page 176
change should be planned and thus implemented gradually, not sporadically or suddenly.
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friends, family, and colleagues should be used as a network of support during change.
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it is much easier to change a person's behavior than it is to change an entire group's behavior. It is also easier to change knowledge levels than attitudes.
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organizations are preserved by changing and constant renewal. Without change, the organization may stagnate and died.
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perhaps the greatest factor contributing to the resistance encountered which change is a lack of trust between the employee and the manager or the employee and the organization.
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the feeling of control is critical to thriving in a changing environment.
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the level of resistance to change generally depends on the type of change being proposed. Technological changes encounter less resistance than changes that are perceived as social or that are contrary to establish customs or norms.
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those who may be affected by a change should be involved in planning for it. Likewise, workers should thoroughly understand the change and its effects on them.
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historically, many of the changes that have occurred in nursing or have affected the profession are the results of change by draft.
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in contrast to plan change, change by draft is unplanned or accidental.
Key concepts page 176
people maintain status quo or equilibrium with both driving and restraining forces operating within any field simultaneously occur for change to happen this balance of driving and restraining forces must be altered.
Key concepts page 176
Lynn also theorize that people maintain a state of status quo or equilibrium by the simultaneous occurrence of both driving forces (facilitators) and restraining forces (barriers) operating within any field.
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true or false when change agents failed to communicate with the rest of the organization, they prevent people from understanding the principles that guided the change, what has been learned from prior experiences, and why compromises have been made.
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whenever possible, all those who may be affected by the change should be involved in planning for that change.
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complex adaptive systems theory CAS theory suggests that the relationship between elements and the agents within the system is nonlinear and that these elements are constantly in play to change the environment or outcome.
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Chaos theory is really about finding the underlying order and apparently random data.
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organizations progress through developmental stages, just as people do birth, use, maturity, and aging. As organizations age, structured increases to provide greater control and coordination.
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the leader, however is the inventor or the creator. Leaders today are forced to plan and a chaotic healthcare system that is changing at a frantic pace.
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true false it is important to remember though that refreezing does not eliminate the possibility of further improvements to the change.
True
true false leader managers must act as a role model to subordinates during the change process. Leader manager must attempt to view change positively and to impart this view to subordinates. Rather than viewing the change as a threat, managers should embrace it as a challenge and the chance or opportunity to do something new and innovative.
True
true false level of persistence, however, generally depends on the type of change propose.
True
true or false technological changes encounter less resistance than changes that are perceived as social or that are contrary to established customs or norms.
True
true or false workers should be encouraged to talk about the perceptions of the forces driving the plan change to the leader can accurately assess change support and resources.
True it takes a strong leader to step up and engage when a change effort beats with a pushback.
change agent
a person skilled in the theory and implementation of planned change-to deal appropriately with conflicted human emotions and to connect and balance all aspects of the organization that will be affected by the change.
what type of leadership style was traditionally used by managers to eliminate resistance to change in the workplace
autocratic leadership was specific guidelines for work excessive number of rules and course of the first to discipline
teachers of Olson and Eoyang's complex adaptive systems approach to change
change should be achieved through connections among change agents and set up from the top down there should be adaptation to uncertainty during the change instead of trying to predict stages of development goals, plans, and structure should be allowed to merge instead of depending on clear, detailed plans and goals. Value differences should be amplified and explored instead of focusing on consensus and change efforts patterns in one part of the organization are often repeated in another part. Thus, change does not need to begin at the top of an organization to be successful. The goal instead is self similarity rather than differences on how change is implemented in different parts of the organization. Successful change fits with the current organizational environment instead of with an idea. This is what makes it sustainable.
nonlinear change theory
complex adaptive system theory and chaos theory CAS
examples of retaining forces
conformity's to norms unwillingness to take risks fear of the unknown
Chaos theory
considered by some to be the subset of complexity science, likely emerge from the early work of meteorologists Edward Lorenz in 1960s to improve weather forecasting techniques. He discovered that even tiny changes in variables often dramatically affected outcomes. And he also discovered that even though these chaotic changes appear to be random, they were not.
examples of driving forces
desire to please one's boss desire to eliminate a problem that is undermining productivity desire to get a pay raise desire to receive recognition
power-courses strategy
features the application of power by legitimate authority, economic sanctions, or political clout of the change agent. These strategies include influencing enactment of new laws and using group power for strikes or sentence.
complexity science
has emerged from the exploration of subatomic world and quantum physics and suggest that the world is complex as are the individuals who operate within it. Thus, control and order are emergent rather than predetermined, and mechanistic formulas do not provide the flexibility needed to predict what actions will result in what outcomes. Page 173
butterfly effect
in addition, chaos theory suggests that even small changes in conditions can drastically alter a system's long-term behavior known as the butterfly effect
change should be implemented only for good reason
key concept page 176
change should not be viewed as a threat but is a challenge in a chance to do something new and innovative
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emerging theories such as complexity science suggests that changes unpredictable, occurs at random, and is dependent upon rapidly changing relationships between agents and factors in the system and that even small changes can affect the entire organization
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unfreezing
occurs when a change agent convinces members of the group to change or when guilt, anxiety, or concern can be elicited
today most healthcare organizations by themselves undergoing continual change directed at organizational restructuring, quality improvement, and employee retention
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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 achieved
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as healthcare organizations continue to change and develop to me new political agendas, meeting the needs of patients and associated improvements to service will be shaped by those who are willing to take new ideas forward
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it is critical that managers do not you change of the threat
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it should be clear leadership and management skills are necessary for successful planned change to occur. The manager must understand the planning process and planning standards and be available to apply both the work situation
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both leadership and management skills are necessary and planned change. The change agent facility management function when identifying situations where change is necessary and appropriate and when assessing the driving and read straining forces affect the plan for change
page 176
what has a tremendous impact on the degree of resistance
subordinates values, educational levels, cultural and social backgrounds, and experiences with change positive or negative
stage III-refreezing
support other so that the change continuous
Refreezing
the change agent assists and stabilizing the system changed so that it becomes integrated into the status quo
movement retaining
the change agent identifies, plans, and implement appropriate strategies, ensuring that driving forces exceed restraining forces.
normative-re-educative strategy
this strategy uses group processes because peer pressure is often used to affect change
rational-empirical strategies
to give current research as evidence to support the change. The change agent using the set of strategies assumes that resistance to change comes from a lack of knowledge in that humans are rational beings who will change when given factual information documenting the need for change. Page 168
True or false in organizational plan change the manager is often the change agent
true
because changes reps the homeostasis or balance of the group, resistance should always be expected
true
true or false change needs at least 3-6 months before it will be accepted as part of the system, the change agent must be sure they hear she will remain involved until the change is completed
true
true or false change should be implemented only for good reasons
true
true or false conflict and resistance almost always accompany change because change alters the balance of a group
true
the forces that push the system toward change are driving forces
whereas the forces that pulled the system away from change are called restraining forces