This document discusses various theories and models of change including:
- Lewin's 3-stage model of change involving unfreezing, changing, and refreezing.
- Roger's 5-stage model involving awareness, interest, evaluation, implementation, and adoption.
- Reddin's 7 techniques for accomplishing change including diagnosis, mutual goal setting, and resistance interpretation.
- Havlock's 6 aspects model involving establishing relationships, diagnosing needs, acquiring resources, selecting pathways, establishing changes, and maintaining changes.
The theories are applied to organizational change and examples are given of implementing changes in nursing practice.
A daily activity in every individual's life - Decision making. This ppt covers the Definition, Elements,Features, Objectives, Bases, Levels of decision making, Process of decision making, Types of decision making, Models of decision making , Problems of decision making, The nurse's role in decision making.
A daily activity in every individual's life - Decision making. This ppt covers the Definition, Elements,Features, Objectives, Bases, Levels of decision making, Process of decision making, Types of decision making, Models of decision making , Problems of decision making, The nurse's role in decision making.
The relationship between leadership and management continue to prompt some debate, although the literature demonstrates the need for both (Trent, 2003).
leadership is viewed by some as one of managements many functions; others maintain that leadership requires more complex skills than management and that management is only one role of leadership; still others delineate between the two.
CONTENT: Who is a Leader,Leadership Framework,Crisis Management,Entrepreneur,Stakeholder Management,How do Leaders grow,Transformational and Transactional Leadership,VUCA Leadership,Dart Leadership,6 styles of Leadership,5 levels of Leadership,Leadership Grid.
The relationship between leadership and management continue to prompt some debate, although the literature demonstrates the need for both (Trent, 2003).
leadership is viewed by some as one of managements many functions; others maintain that leadership requires more complex skills than management and that management is only one role of leadership; still others delineate between the two.
CONTENT: Who is a Leader,Leadership Framework,Crisis Management,Entrepreneur,Stakeholder Management,How do Leaders grow,Transformational and Transactional Leadership,VUCA Leadership,Dart Leadership,6 styles of Leadership,5 levels of Leadership,Leadership Grid.
20 Years On: How do we get the changes we want to see? Feminist theories of c...Ranjani K.Murthy
This presentation:
- introduces the concept of feminism,
- discusses what theory of change and feminist theory of change could imply
- illustrates feminist theory of change towards realising women's land rights
, outlines processes to develop a feminist theory of change on safe migration 20 years on
- underscores that feminist theory of change is contested,
The presentation has been prepared to facilitate a workshop with Global Alliance Against Traffic in Women on September, 24th, 2014
Presentation from the November 2016 Guelph Evaluation Café at 10 Carden. Reviews similarities and differences between logic models and theories of change.
Change problem ; Features of organizational change; Importance of change ; Reasons / factors leading to organizational change ; Change process ; Kurt Lewin's Model of change process ; Bringing organizational change; Rolf Smith's seven levels of change model
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
1. What is qualified immunity 2. What is the rule regar.docxpaynetawnya
1. What is qualified immunity?
2. What is the rule regarding review of summary judgment on appeal after a final
judgment is rendered?
3. What is the rule applied to litigants that fail to timely object to evidence at trial and
attempt to raise an objection to such evidence on appeal?
4. What is the rule regarding leave to amend as it applies to the discretion of the
district court? Note underlying purpose of Fed. R. Civ. P. 15 (2015).
5. What is the rule regarding federal judges supervising trials, and how does that rule
apply to a trial judge’s behavior/rulings?
6. What is the test applied when a lawyer asserts that a member of the jury engaged in
juror misconduct by purposefully withholding information during voir dire (the
questioning of a jury panel to determine the fitness to serve on the jury) indicating bias?
7. What is the rule regarding an appellant seeking a reversal based on their own
evidentiary errors?
8. What is the rule regarding a judge participating in the examination of witnesses?
9. What is the rule regarding the authority of a federal judge to determine the extent
and nature of a post-trial evidentiary hearing?
You are limited to no more than 5 pages of text, Times Roman 12 point, 1-inch margins on
all sides, 1.5 spacing. Put the sources you use to document your responses on a separate
page as “endnotes” not footnotes.
1.Introduction- Change.docx
1 Introduction to Book 7
(Author: Jeni Grubb, with revisions by Ingrid Brooks)
In this book we introduce the important issue of change which, for Carlopio and Andrewartha (2008) is the most common activity that demonstrates leadership in organisations. In Yoder-Wise and Menix’s (2003) words: “Change is a natural social process of individuals, groups, organizations, and society” (p.322).
As we have seen in previous discussions, organisations can be conceptualised as open systems, with the forces for change coming from both inside the organisation and outside. They are essentially processes and are composed of people in relationships with other people; nothing more than relationships and social contracts between people. All organisational change therefore “requires personal change in an organisational setting” (Carlopio & Andrewartha, 2008, p.496). However personal change is not easy – it takes effort, persistence and time. With change we adapt, learn and grow although there can be a sense of loss as old ways of doing things become redundant.
Change is a generic term, which, for our purposes, can refer to macro change in the overall health care system, changes at organisational level, or micro change within your specific work unit or department. Indeed it is likely that a macro change, such as a change in the direction of health care policy by the government, can create a ripple effect throughout the health care system (including the private sector), right down to micro changes in actual service delivery. For example, if the gov ...
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
Change ModelsDifferent models have been developed to help plan f.docxsleeperharwell
Change Models
Different models have been developed to help plan for and implement change. Change has been studied from the conceptual approach, such as "what," as well as from the process approach of "how."
The conceptual models of change usually concentrate on content and strategic initiatives. On the other hand, process models focus on the sequence of events necessary to effect organizational change by focusing on the stages and steps of implementation.
Develop Contextual Issues of the Change
Once the need for change and the cause for implementation have been established, the contextual issues of the change can be developed to help evaluate the extent of change that an organization can implement with the resources available. Factors to consider during this process include:
· Readiness of the organization
· Culture of the organization
· Systems issues
· Amount of resistance that might be involved
Communicate the Vision to Employees
Once the vision for the change has been developed, the leaders should communicate the vision to employees. The vision should be clearly articulated, including how the change will impact the employees. This can be difficult when the change will have a negative impact on employees, but it is better for employees to understand the change than to be in the dark.
When change is implemented and individuals' employment is affected, it may be best for leaders to hold off and not communicate any reductions in force until it is necessary for the employees to know. Any change in employee status can be hard for everyone, including the employees who are staying. Both groups of employees need careful communication and support while going through the transitions.
Plan Strategies and Develop Criteria
Once the reason for the change has been communicated, implementation strategies should be considered. This is an opportunity for the leadership to involve the workforce as the workforce can be instrumental in developing the implementation strategies. As the implementation strategies are being formed, how the outcomes would be measured should be considered. How will an organization know when the change is finished and successful? If the organization includes outcome measures (e.g., increase in market share and decrease in costs) in its planning, it will help those implanting the change to know what constitutes success.
Implement and Monitor
Change can then be implemented, monitored, and managed to ensure that sequential steps are taken and continuous feedback is available.
While there are several steps for managing and monitoring change, most change processes will follow this type of model. On the other hand, conceptual models of change emphasize the mental constructs and sense making of the change
Change Process Models
There are several change models that can be used to implement a change effort. The process models are often used because they provide leaders and organizations with a sequential approach to cha.
WEEK 5 SCHOOL RESOURSESRole Concepts in HealthcareRole theory is t.docxhelzerpatrina
WEEK 5 SCHOOL RESOURSESRole Concepts in Healthcare
Role theory is the product of interdisciplinary theory development that includes anthropology, sociology, and social psychology. It contains concepts and propositional statements that address specific aspects of social behavior, the goal of which is the understanding and explanation of social order. Role theory seeks to predict how individuals will perform in a given role. Nursing role can be interpreted as a normative structure learned and internalized during the process of professional socialization in nursing. Socialization occurs as role occupants interact with others in related positions.
Socialization is the process by which individuals acquire the knowledge, skills, attitudes, values, motivations, and patterns that shape their adaptation to the setting in which they live and work. It is viewed as an interactional-reciprocal process in which the person being socialized and the socializer are mutually influenced. The process includes the learning of motor and language skills, social roles, moral norms and values, affective and cognitive modes of functioning. The goal is attainment of competence in performance of the role in order to be accepted by society. Socializing agents are family, authority figures, peers, and institutions, and the process is a means of transmitting learning to the person being socialized. The primary focus is on occupational, marital, and parental roles.
Socialization is a continuous and cumulative process. Nursing professionals are constantly dealing with staff members, patients, and their families. The nature of their work calls for a certain amount of socialization in order to be able to interact effectively with colleagues, patients and their families. For example, the improved technical skills and competencies of a new nurse is the result of socialization. A nurse, who is not comfortable with electrocardiographic interpretations or handling pulmonary catheters, gains confidence after getting some assistance from experienced staff nurses. Similarly, changes in the affective domain are also the result of socialization.
Sources of Role Strain in Nursing:
From typology, let's move on to examine some of the assumptions of the role theory:
· People seek problematic, challenging situations in which they may use their skills and knowledge.
· People are predisposed to actualizing their own potential.
· Conflict is necessary for progress and the development of consensus in a social system.
· Conflict and challenge facilitate individual growth.
· Role difficulties and problems are neither abnormal nor undesirable.
In the light of these assumptions, consider some of conditions that contribute to role strain in the nursing profession:
· Socialization deficit—lack of adequate socialization for the role or for status changes within the role, such as promotions
· Role differentiation—changes in the role due to changing technology, increased organizational complexity, change ...
Managers, at one point or another, will have to make changes in some, if not all aspects of their workplace. These changes refer to organizational change, which is any alteration of people, structure, or technology. Most often, changes are initiated and coordinated by a manager within the organization. However, the change agent could be a non-manager – for example – a change specialist from the HR department or even an outside consultant whose expertise is in change implementation.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
3. Few quotations
Only I can change my life. No one can do it for me.
–Carol Burnett
We all have big changes in our lives that are more or
less a second chance.
Harrison Ford (1942 ),
Things do not change; we change.
Henry David Thoreau (1817 - 1862), Walden (1970)
4. Introduction
Change is unavoidable, part of life. Few changes are
under our control.
Some things we can intentionally change…our
behaviors, thoughts, feelings…habits.
Successful, self-changing individuals follow a powerful
and, perhaps most important, controllable and
predictable course.
5. Introduction
The key of successful change is to use the right strategy
for the right time.
There are no magic pills, pins or plans.
We can learn new skills, draw upon your inner
strength, enhance our self-sufficiency, and avoid
becoming dependent on others for solutions; thus
building our self-confidence for the future.
-changing for good (book)
6. CHANGE
Definition of change: Implies making an essential difference, often
amounting to a loss of original identity or a substitution of one
thing for another.
Examples:
New email system
Transition from paper to electronic
Requisitions
Introduction of a new technology
Distribution of workers in newly built
hospital building
7. Specific forces that are acting as
stimulants for change
Nature of the workforce-
eg More cultural diversity
Increase in professionals
Technology-
eg More computers and automation
Economic shock-
eg Interest rate fluctuations
Foreign currency fluctuations
8. Specific forces that are acting
as stimulants for change
Competition-
eg- Growth of new global competitors
Social trends-
eg- Increase in college attendance
Delayed marriages by young people
World politics eg: Collapse of Soviet Union
Iraq’s invasion of Kuwait
9. FORMS OF CHANGE
Planned Change:
To improve the ability of the organization to adapt to changes in its
environment.
To change the behaviour of its employees.
Unplanned Change:
Changes in government regulations
Changes in the economy.
10. Directing change
Thoughtful planning
Sensitive implementation of change in consultation
And with the involvement of the people affected by
the changes.
11. Organizational change
It is any alteration in
People (attitudes, expectations, perception, behaviour).
Structure(work specialization, departmentalization ,chain of
command, span of control, centralization , formalization, job
redesign, actual structure design).
13. What provokes
Organizational Change?
Achievement of a goal.
Counteracting some major outside driving force.
eg.- substantial cuts in funding.
Evolving to a different level in their life cycle
eg. from traditional government to an e-
government.
Appointment of a new chief executive when his /her
new and unique personality and views, changes the
entire organization.
14. CHANGE MANAGEMENT
Change management is not:
Managing the “technical” side of change
Just communication plans
It is the process, tools and techniques to
manage the people-side of change to achieve
the required outcome.
15. Trans-theoretical model [TTM]
of behaviour change
This model explains the stages of individual behaviour change.
It is based on analysis and use of different theories of
psychotherapy; hence the name “trans-theoretical” model.
17. TMBC and quitting tobacco
A tobacco user in this stage…
Precontemplation
Gives no thought to quitting use, and has no intention
to quit in the near future (i.e., within next 6 months)
Contemplation
Has begun to examine their tobacco use and desire to
quit; Is weighing the pros and cons of quitting tobacco
18. TMBC and quitting tobacco
Preparation
Has made a commitment to quit (usually within next
30 days), and has begun developing a plan for quitting
Action
Has put their plan for quitting tobacco into action (< 6
months)
Maintenance
Has successfully sustained abstinence for at least 6
months
19. THE ROLE OF CHANGE AGENTS
Change Agent -The individual or group who
undertakes the task of introducing and managing a
change in an organization.
Change agents are of two types:
Internal Change Agents: are appointed to oversee the
change process, and they are from within the organization.
External Change Agents: are external , such as outside
consultants. They bring an outsider's objective view to the
organization.
20. Internal change agents
Advantages
They know the organization's past history, its
political system, and its culture.
Careful about managing change because they must
live with the results of their change efforts.
Disadvantages
May easily be accused of favouritism.
As very close to the organization, devoid of an
objective view of what needs to be done.
21. External change agents
Advantages
May be preferred by employees because of their
impartiality.
If employees perceive the change agents as being
trustworthy, possessing important expertise, they are
easily accepted and can function well.
Disadvantages
Face certain problems, because of limited knowledge
about the organization's history.
May be viewed with suspicion by the organization
members.
22. Theories on change
Lewin’s theory
Roger’s theory
Reddin’s theory
Havlock’s theory
Spradley’s theory
23. KURT LEWIN ‘S THEORY OF
CHANGE
UNFREEZING
CHANGING
REFREEZNG
24. STAGES OF ORGANIZATINAL
CHANGE
UNFREEZING: Old ideas and practices has to be kept
aside, so that new ones can be learned.
CHANGING : New ideas and practices are learned
helping an employee think, reason and perform in new
ways; it’s a time of confusion, disorientation, overload
and despair.
REFREEZING : What has been learned is integrated
into actual practice or routine behaviour.
25. STAGES OF ORGANIZATINAL CHANGE contd..
As the Organization works its way through these
stages, there can be a negative impact on Productivity.
This is referred to as the Productivity Dip.
26. APPLICATION OF LEWIN’S THEORY IN
NURSING
Unfreezing: The nurse manager is motivated by the need
to create the change and affected nurses are made aware
of this need.
The need for change in nursing is assessed from
Quality monitoring and benchmarking
Patient complaints, or consumer consultation
Reporting of adverse events
Staff speaking up about obstacles, errors, or opportunities for
improvement.
Unfreezing reduces resistance and helps readiness for
change.
27. APPLICATION OF LEWIN’S
THEORY IN NURSING contd….
Moving stage- Implementing the solutions identified as
most appropriate, for a planned change.
Requires destabilising the equilibrium between the
forces ‘driving’ and ‘restraining’ the group.
Restraining force -Lack of knowledge and skills acts
Driving force-Training for staff to develop new skills required
in changed practice.
28. APPLICATION OF LEWIN’S THEORY IN NURSING
contd..
FREEZING: The new way of doing things is reinforced,
aligned with other organizational procedures and
routines, and thus, institutionalised .
29. Research study
Implementation of a nursing professional practice model of care in a
pediatric hospital.
Mullen JE, Asher LM. Pediatr Nurs. 2007 Nov-Dec;33(6):499-504
METHODOLOGY
A children's hospital was selected to implement
professional practice model to optimize outcomes for
patients, families, nursing staff, and the organisation.
periodic education, into nursing procedures, and
assisting nurses in using the model at the bedside were
used to implement the model and sustain the
culture change
RESULT:
The model of care was successfully implemented in both
the inpatient and outpatient areas.
30. ROGER’S THEORY
Everette Rogers modified Lewin's change theory and
created a five-stage theory of his own.
The five stages are awareness, interest, evaluation,
implementation and adoption.
This theory is applied to long-term change projects.
It is successful when nurses who ignored the proposed
change earlier adopt it because of what they hear from
nurses who adopted it initially
31. REDDIN’S THEORY
He has developed a planned change model that can be
used by nurses. Maximum information is important to
the success of change. At least announcements should
be made by management.
1. That a change will be made
2. What the decision is and why it was made
3. How the decision will be implemented
4. How the implementation is progressing
32. REDDIN’S THEORY CONTD….
7 Techniques by which change can be
accomplished
1. Diagnosis
2. Mutual setting of objectives
3. Group Emphasis
4. Maximum information
5. Discussion of implementation
6. Use of ceremony and ritual
7. Resistance Interpretation
33. HAVLOC THEORY
Havelock's theory of change is a linear model that generally
resembles Lewin's model, with an emphasis on planning and an
understanding of the possibility that people and systems may be
resistant to change.
The 6 Aspects of Havelock's Theory of Change.
Relationship. It states that relationship with the system in
need of change needs to be established. This could be regarded
as a stage of "pre-contemplation" where things are going along
as usual.
Diagnosis. Once the agent of change is comfortable with the
system as it is, the person or entity being evaluated needing
change is evaluated to see if there is any awareness of a need for
change.
Acquire resources for change. At this change, the need for
change is understood and the process of developing solutions
begins by gathering as much information as possible that is
relevant to the situation that requires change.
34. HAVLOC THEORY contd….
Selecting a pathway. It is when a pathway of change is
selected from available options and then implemented.
Establish and accept change. Once the change has been
put in place, it must be established and accepted.
Maintenance and separation. Now that the change is
successful, the change agent should monitor the affected
system to make sure that it is successfully maintained
35. Spradley’s model of change
Based on Lewin’s theory the model has been developed;
8 step
model of change
The following are the steps :
1. RECOGNISE THE SYMPTOMS-There is evidence that
something needs change.
2. DIAGNOSE THE PROBLEM-Gather and analyse the
data to discuss the cause.
Communicate with the staff.
Read appropriate materials
36. Spradley’s model of change-contd
3.ANALYSE THE ALTERING SOLUTIONS-
by brain storming, creative thinking
assess the risks and benefits
set a time ,plan resources and look for obstacles.
4.SELECT THE CHANGE:
Choose the option that is likely to succeed and
affordable.
37. Spradley’s model of change-contd
5.PLAN THE CHANGE: It includes
Specific measurable objectives and actions.
A time table
Plan the resources
Budget
An evaluation method such as programme evaluation
review technique(PERT).
A plan for resistance management.
38. Spradley’s model of change-contd
6.IMPLEMENT THE CHANGE-
Plot the strategy
Prepare involve, train, assist and support those who will be
affected by the change.
7.EVALUATE THE CHANGE-
Analyse the achievement of objectives and audit.
8. STABILIZE THE CHANGE
Refreeze. Monitor until stable.
39. RESEARCH STUDY
Making the transition to nursing bedside shift
reports.
Wakefield DS, Ragan R, Brandt J, Tregnago M. Jt Comm J Qual Pat 2012
BACKGROUND:
For hospitalized patients, nurse shift reports between
the off going and oncoming nurses, must include all
critical information about a patient's plan of care, and
that information must be well communicated.
METHOD:
Study compared bed side shift report with the routine
shift report and the difference and feasibility was
evaluated by examining baseline patient satisfaction
scores, reviewing the existing shift report processes, and
identifying potential barriers and facilitators in moving
40. RESEARCH STUDY CONTD..
RESULTS:
For the first six months following implementation of
bedside shift reports, there were significant increase in
patient satisfaction scores from the 20th to > 90th
percentile when compared with similar nursing units in
peer institutions.
CONCLUSIONS:
Although the transition to bedside shift reports met
with some resistance, the transition was made smoother by
extensive planning, training, and gradual implementation.
On the basis of this pilot study, the decision was made to
adopt bedside shift reports in all inpatient nursing units in
five hospitals.
41.
42.
43.
44.
45.
46.
47. ORGANIZATIONAL CHANGE
MANAGEMENT
Two approaches to organization change:
Organizational development(OD): Formal top -down
approach.
Grass root approach: An unofficial and informal
bottom-up change.
48. Managing Organizational Change
Change management requires a system of ‘doers’
Middle managers
and supervisors
Middle managers
and supervisors
Change
management
resource/team
Change
management
resource/team
Executives and
senior managers
Executives and
senior managers
Project
team
Project
team
Project
support
functions
Project
support
functions
Each ‘gear’ plays
a specific role
based on how
they are related
to change
49. Executives and senior managers
-role
1. Participate actively and visibly throughout the
project.
2. Communicate directly with employees.
Not just signing checks and project charters!
50. Middle managers and supervisors
-Why are they important?
They are close to the people who adopt the change.
They play a role in all types of change in the
organization.
They need to be trained to be successful.
51. Middle managers and supervisors
-roles
Role 1 – Communicator
Role 2 – Advocate
Role 3 – Coach
Role 4 – Liaison
Role 5 – Resistance manager
52. Project team
Why are they important
Drive the technical side of change
Design solutions
Develop solutions
Deliver solutions
53. Project team-role
1. Design the actual change.
2. Manage the ‘technical side’ of the change.
• schedule, resources, work breakdown structure, budget
etc.
3. Engage with change management team/resource.
4. Integrate change management plans into project
plan.
54. Project support functions
Bring specific experience, knowledge, tools
and expertise to the project.
Sometimes act as the change management
resource.
Key pieces of the ‘technical’ and ‘people’ side.
Eg: human resource department ,
communication , training etc.
55. How to accomplish organisational
change?
Get senior management agreement (i.e. conflicting goals can
kill the project!)
Identify a leader who can articulate the reasons for and
advantages of the change.
Translate the vision for change into a realistic plan and then
carry out the plan.
Involve people from every area of the organization.
56. Widely communicate the potential
need for change.
• Communicate what you're doing about it.
• Communicate what was done and how it worked out with the
help of examples.
• Communicate that Senior Management backs this strategy
unanimously.
57. Get as much feedback about
practical aspects from employees
• Include what they think the problems are and what should be
done to resolve them.
• If possible, work with a team of employees to see how to
manage the change.
58. Don't get wrapped up in doing
change for the sake of change
Know why you are making the change
What goals do you hope to accomplish?
Communicate the goals.
59. Plan the change
Plan how to reach the goals,
What is required to reach the goals,
How long might it take to accomplish the goals.
Plan how will you know that , you have reached your
goals or not?
Focus on the coordination of the
departments/programmes from organization.
60. Delegate decisions to employees
as much as possible
• This includes granting them the authority and responsibility to
get the job done.
• As much as possible, let them decide how to do the project.
61. Managing organizational change
Don't try to control change-but rather expect it,
understand it and manage it.
Include closure in the plan- Acknowledge and celebrate
your accomplishments.
Read some resources about organizational change-
including new trends ,forms and structures regarding
change management.
Consider using a consultant- Ensure the consultant is
highly experienced in organization wide change.
62. Managing change-
role of manager
Facilitate and enable change.
Manage the change in a way that employees can cope
with it.
Understand the situation from an objective
standpoint.
Help people by make them to understand reasons,
aims, and ways of changing by responding positively,
according to employee’s own situations and
capabilities.
Increasingly, the manager's role is to interpret,
communicate and enable - not to instruct and impose.
63. Strategies for advancing evidence-based
practice in clinical settings.
J N Y State Nurses Assoc. 2004
Levin RF, Melnyk BM.
BACKGROUND:
Evidence-based practice (EBP) is a problem-solving
approach that incorporates the best available scientific
evidence, clinicians' expertise, and patients' preferences
and values.
METHODOLOGY:
Researchers developed the ARCC (Advancing Research
and Clinical practice through close Collaboration) model
for the purpose of implementing EBP. A pilot study was
conducted to test the ARCC model at 2 acute-care sites.
64. Contd..
RESULT:
This pilot study shows what all are necessary for the
successful implementation of EBP in the acute-care
setting. These essentials include identifying EBP leaders,
redefining nurse’s roles to include EBP activities,
allocating time and money to the EBP process, and
creating an organizational culture that fosters EBP.
65. Reasons for failure of change
management
Research indicates that two-thirds of all organizational
changes fail. Some causes for failure are:
A lack of commitment from the top.
Change overload.
Lack of incentives tied to the change initiative.
A lack of training.
66. KEY POINTS IN DIRECTING CHANGE
To move from good intentions to good results, there is a need
to realize that ,we (the “changers”) may be “living” in the
future state, while everyone else (“the changees”) is living in
the present.
Effective change management MUST be focused on
individuals change.
Individual change is a process.
Need the right people involved and engaged in the right ways.
Begin with end in mind.
67. Resistance to change
• Efforts by employees to block the intended change is referred
to as Resistance to Change.
• Any employee behavior designed to discredit, delay or
prevent the implementation of a work change is
known as resistance to change.
68. Unified social response to change
Absenteeism
Strike
Demand
Indifference
Harder work
Sabotage
69. How prevalent is Resistance to
Change?
It is generally acknowledged that in an average
organization, when the intention for change is
announced:
15% of the workforce is eager to accept it.
15% of the workforce is dead set against it.
70% is sitting on the fence, waiting to see
what happens.
70. Resistance to change
Resistance to change can be categorized into two
sources:
1. Individual resistance
2. Organizational resistance.
71. Individual resistance to change:
Efforts by which an employee block the intended
change.
• Individual sources of resistance to change reside in
basic human characteristics such as perceptions,
personalities , needs etc.
72. Reasons for individual resistance
to change
1.Economic Reasons
Fear of technological unemployment.
Fear of increased work hours and less pay.
Fear of demotion and thus reduced wages.
Fear of speed-up and reduced incentive wages.
73. Reasons for individual resistance
to change-contd
2.Fear of the Unknown: Change often bring substantial
uncertainty and ambiguity into what was once a
comfortable situation for them.
3.Fear of Loss: When a change is impending, employees
may fear losing their jobs, particularly when an advanced
technology is introduced .
4.Feeling Of Insecurity: change threatens their feeling of
safety.
74. Reasons for individual resistance
to change-contd
5.Peer Pressure :Whenever change is unwilling to the
peers, they force the individual who want to accept
change to resist change.
6.Social Displacement: Introduction of change often
results in disturbance of the existing social relationships
ie. breaking up of work groups.
75. Reasons for Organizational
Resistance
1.Resource Constraints: Financial, material and human
resources may not be available to the organization to
make the needed changes.
2.Structural Inertia: In an organization where jobs are
narrowly defined, lines of authority are clearly spelled
out, change would be difficult.
76. Reasons for Organizational
Resistance-contd
3.Sunk Costs: Some organizations invest a huge amount
of capital as fixed assets. If an organization wishes to
introduce a change ,then difficulty arises because of
these sunk costs.
4. Threat to expertise: Change in organizational pattern
may threaten the expertise of specialized groups.
Therefore specialist usually resists change.
77. Management Of Resistance To
Change
Education and Communication:
Communication about impending change
The details of the change should be clear to the
employees- how, why, what….
Make clear the rationale behind the change.
78. Management Of Resistance To
Change contd
Participation:
It is difficult for individuals to resist a change decision
in which they are participating.
Prior to making a change, those opposed can be
brought into the decision process.
When employees are allowed to participate, they are
likely to assist the change.
79. Management Of Resistance To
Change contd
Empathy and Support:
Provide empathy and support to employees
who have trouble in dealing with the change.
Active listening is an excellent tool for
identifying the reasons behind resistance and
for uncovering fears.
Negotiation:
To exchange something of value for the
lessening of the resistance.
Negotiation is a tactic when resistance comes
from a powerful source.
80. Management Of Resistance To
Change-contd
Manipulation:
Manipulation refers to twisting and distorting facts to
make them appear more attractive, withholding
undesirable information and creating false rumours to
get employees to accept a change.
81. Management Of Resistance To
Change contd..
Coercion:
Coercion is the application of direct threats or force on
the resisters.
They essentially force people to accept a change by
explicitly or implicitly threatening them with the loss
of their jobs, promotion possibilities and transferring
them.
Coercion is mostly applied where speed is essential in
implementing change and the change initiator
possesses considerable power.
82. Examples showing bad
‘management of change’
The following employee excuses demonstrate that
change is being managed badly and that employees are
increasingly demotivated:
“it’s
not my
job”
“anyway
the boss
doesn’t
care”
”I’m
keeping
my head
down
this
time”
FAILURE
83. Repetitive Change Syndrome
It is often caused by series of organizational initiatives
that are started ,but not completed, results in the
blurring up of the programmes.
Although resistance to change can initiate changes, it
can also slow the pace of change and ultimately cause
it to fail.
84. Summary Change
Organizational change
Forms of change
Trans theoretical model on behavioural change.
Change agents
Theories on change
Individual change management
Organizational change management
Resistance to change
85. CONCLUSION
Change must be continually managed to yield
sustained results.
A consistent process of measuring the results of the
change initiative combined with a rewards program
that reinforces the desired behaviour is the backbone
of an effective change program.
86. “Everyone thinks of changing the
world, but no one thinks of
changing himself.”
Leo Tolstoy
87. Change is the law of the universe. What you think of as death, is
indeed life. In one instance you can be a millionaire, and in the other
instance you can be steeped in poverty. Yours and mine, big and small -
erase these ideas from your mind. Then everything is yours and you
belong to everyone.”
88. References
http://www.businessballs.com/changemanagement.ht
m
Colin A. Carnall. “Managing change”4th edition, New
fetter lane, London,2007.pgs:7-48
Managing change.pdf for Govt office for the South
West
Stephen P. Robbins, Mary Coulter. “Organization and
management”pg:360-364
Principles_ of management_ notes_ pdf
Diagnosis
During this contemplation phase, the subject of change must decide whether or not change is needed or desired. Often the change process can end prematurely here because the subject decides that change is either not needed or not worth any effort to correct.
Establishing pathway; Individuals and organizations are often resistant to change, so careful attention must be given to make sure that the change becomes part of new routine behavior. After change has been accepted, the change process can be declared successful.
Maintenance and separation; . Once the change has become the new "normal," the change agent can separate from the person or organization that was changed. At this stage, we hope that the person or organization has learned enough about themselves and the change process that they can maintain their new behaviors.
Liaison- a means of communication between different groups or units of an organization
Destruction of property or obstruction of normal operations, as by civilians or enemy agents in time of war.-sabotage