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Tracy Culkin
Tracy Culkin

This document outlines the key aspects of managing change processes. It begins by defining change and discussing how people typically react to change. It then explores factors that drive change both externally from the environment and internally within organizations. Three main strategies for implementing change are described: power-coercive, rational-empirical, and normative-re-educative. Lewin's three stage model of change and a systems model of service change are also presented. The document provides guidance on developing a change plan, identifying support and resistance, and working with resistance to change. It concludes by emphasizing the importance of leadership styles in managing the change process.

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The Change Process Clinical Change Proposal Dissertation NM 6068 Tracy culkin 2008/09
making changes
Learning OutcomesLearning Outcomes Aim this session will be a revision on the subject of change management Objectives by the end of the session you should be able to Give a definition of change management Describe two models utilised for the change process Identify tools which can be used to demonstrate resistance to change
DefinitionDefinition Change - to make different, to alter, to transform (Geddes & Grosset 2005, p 54)
How do you react to change?How do you react to change? Activity : Think about a change that you have experienced at work How did you feel about the change? Were you involved in initiating the change or was it forced on you? Were you able to influence the change at all? Was it clear why the change needed to take place? Did you understand exactly what would happen? Was there any misunderstanding or disagreement? Did it achieve the results that were intended? Did it change your work in any way? Was it stressful or threatening for you? Was anything lost that you valued? Was anything gained?
making changes
making changes
What Drives Change?What Drives Change? External Environmental Factors A STEEP Analysis can help you to identify factors that might influence change in your organization S sociological T technical E economic E environmental P political
What Drives Change?What Drives Change? Internal Organizational Factors Multiple factors such as finance, budgets, staffing etc., Multiple pressures on departments
3 Different strategies for3 Different strategies for Implementing ChangeImplementing Change Power-Coercive Approach (Telling) Seen as the traditional top-down approach The assumption is that those with less power will comply The person with most power controls the change process Knowledge is power
3 Different strategies for3 Different strategies for Implementing ChangeImplementing Change Rational-Empirical Approach (Selling) Knowledge is power still applies, but it is the intention to increase the knowledge of the workforce This is also a top-down approach, but with more involvement of those involved
3 Different strategies for3 Different strategies for Implementing ChangeImplementing Change Normative-RE-Educative Approach (Participating) This contrasts with the first two approaches This is a bottom up approach Seen as the optimum approach Main features Involves individuals Agree on roles and tasks Good communication Need for change agreed by the participants Builds on abilities of those involved Includes support for each other
Lewins (1947) three-stage modelLewins (1947) three-stage model of Changeof Change Unfreezing Moving Re-freezing (cited Martin 2003, p 105)
Unfreezing stage people begin to accept that there is a need for change. Moving stage when it is possible to make changes Re-freezing when the change is consolidated and the changed state becomes the new normal state
A Systems Model of Service ChangeA Systems Model of Service Change (Martin 2003, p 108)(Martin 2003, p 108) Inputs People (including service users) Resources Environment History Transformation Interactions Processes Activities Tasks Outputs Satisfied service Users Goals achieved Resources used Reputation
Leading Change as a ProcessLeading Change as a Process (Martin 2003, p11)(Martin 2003, p11) Awareness Developing Vision Developing DirectionInspiring Action Reviewing, Revising, Reflecting
Leading Transformational ChangeLeading Transformational Change (Martin 2003, p109)(Martin 2003, p109) Awareness Developing Vision Developing Direction Inspiring Action Reviewing, Revising, Reflecting Improving services through interactions, processes, activities And tasks Inputs People (including service users) Resources Environment History Outputs Satisfied service users Goals achieved Resources used Reputation
Leading ChangeLeading Change
making changes
How to tackle ChangeHow to tackle Change Devise an overall strategy Turn the strategy into a plan Seek sanction from those in authority Implement the plan
Developing a Plan for ChangeDeveloping a Plan for Change What am I trying to achieve? What is the best way of doing it? What tasks and activities are involved? In what order should I do these? What resources do I need? How shall I review progress? Who will do what and when?
Developing a Plan for ChangeDeveloping a Plan for Change Aims and Objectives what are you hoping to achieve Decide on the Change Strategy Plan how the Change will be Evaluated to measure its success How will you fund the Change/what is your budget? Consider how Consent will be achieved to access the Clinical Area Consider Ethical Issues that may occur
Developing a Plan for ChangeDeveloping a Plan for Change Tools to aid planning and Implementation of the Change Gantt Chart Forcefield Analysis SWOT Analysis Charting the Critical Mass
Gant ChartGant Chart
Identify Support &Resistance toIdentify Support &Resistance to ChangeChange
Identify your environmentIdentify your environment
Commitment PlanningCommitment Planning Need to build a critical mass of supporters to implement Change Any change situation has a balance of forces, reducing constraints is more effective than increasing pressure A commitment plan chart will help you to identify those, who oppose, allow, help or make the change
What you need to do!What you need to do! Lead the change process Manage the process Inspire others
You need to consider the styles ofYou need to consider the styles of LeadershipLeadership that arethat are appropriate for yourappropriate for your ChangeChange
Barriers to changeBarriers to change It requires people to think differently It requires people to do things in different ways It requires people to learn new ways It requires additional effort from people Resistance to change People are frightened about having to learn and change
making changes
Working with ResistanceWorking with Resistance Effective communication Careful listening Careful explanations Discuss the reasons for the change and the external pressures driving it, may help some to understand why it needs to happen Encourage participation in developing the vision or the direction of the change may not become enthusiastic, but will tolerate the change Negotiation over particular issues with individuals or groups can win people over
How you may feel!How you may feel!
During this process of writing your dissertation, just thinkDuring this process of writing your dissertation, just think this is your last hurdle to obtaining your degree!this is your last hurdle to obtaining your degree!
ReferencesReferences Bridges, W (2002) Managing transition, Making the most of change. London: Nicholas Brealy Burnes, B (2000) Managing change: a strategic approach to organisational dynamics. 3rd edn. Harlow: Prentice Hall Davidson J (2002) The Complete Idiot s Guide to Change Management. Indianapolis: A Pearson Education Company Geddes & Grosset (2005) Concise Edition Dictionary and Thesaurus. New Lenark, Scotland:David Dale House Martin V (2003) Leading Change in Health & Social Care. London: Routledge Mulhall A (1999) Changing Practice: the theory. London: Nursing Times books Turrill T (1993) Change and Innovation. 2nd edn. Thirsk: Turrill Ltd.

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making changes

  • 1. The Change Process Clinical Change Proposal Dissertation NM 6068 Tracy culkin 2008/09
  • 3. Learning OutcomesLearning Outcomes Aim this session will be a revision on the subject of change management Objectives by the end of the session you should be able to Give a definition of change management Describe two models utilised for the change process Identify tools which can be used to demonstrate resistance to change
  • 4. DefinitionDefinition Change - to make different, to alter, to transform (Geddes & Grosset 2005, p 54)
  • 5. How do you react to change?How do you react to change? Activity : Think about a change that you have experienced at work How did you feel about the change? Were you involved in initiating the change or was it forced on you? Were you able to influence the change at all? Was it clear why the change needed to take place? Did you understand exactly what would happen? Was there any misunderstanding or disagreement? Did it achieve the results that were intended? Did it change your work in any way? Was it stressful or threatening for you? Was anything lost that you valued? Was anything gained?
  • 8. What Drives Change?What Drives Change? External Environmental Factors A STEEP Analysis can help you to identify factors that might influence change in your organization S sociological T technical E economic E environmental P political
  • 9. What Drives Change?What Drives Change? Internal Organizational Factors Multiple factors such as finance, budgets, staffing etc., Multiple pressures on departments
  • 10. 3 Different strategies for3 Different strategies for Implementing ChangeImplementing Change Power-Coercive Approach (Telling) Seen as the traditional top-down approach The assumption is that those with less power will comply The person with most power controls the change process Knowledge is power
  • 11. 3 Different strategies for3 Different strategies for Implementing ChangeImplementing Change Rational-Empirical Approach (Selling) Knowledge is power still applies, but it is the intention to increase the knowledge of the workforce This is also a top-down approach, but with more involvement of those involved
  • 12. 3 Different strategies for3 Different strategies for Implementing ChangeImplementing Change Normative-RE-Educative Approach (Participating) This contrasts with the first two approaches This is a bottom up approach Seen as the optimum approach Main features Involves individuals Agree on roles and tasks Good communication Need for change agreed by the participants Builds on abilities of those involved Includes support for each other
  • 13. Lewins (1947) three-stage modelLewins (1947) three-stage model of Changeof Change Unfreezing Moving Re-freezing (cited Martin 2003, p 105)
  • 14. Unfreezing stage people begin to accept that there is a need for change. Moving stage when it is possible to make changes Re-freezing when the change is consolidated and the changed state becomes the new normal state
  • 15. A Systems Model of Service ChangeA Systems Model of Service Change (Martin 2003, p 108)(Martin 2003, p 108) Inputs People (including service users) Resources Environment History Transformation Interactions Processes Activities Tasks Outputs Satisfied service Users Goals achieved Resources used Reputation
  • 16. Leading Change as a ProcessLeading Change as a Process (Martin 2003, p11)(Martin 2003, p11) Awareness Developing Vision Developing DirectionInspiring Action Reviewing, Revising, Reflecting
  • 17. Leading Transformational ChangeLeading Transformational Change (Martin 2003, p109)(Martin 2003, p109) Awareness Developing Vision Developing Direction Inspiring Action Reviewing, Revising, Reflecting Improving services through interactions, processes, activities And tasks Inputs People (including service users) Resources Environment History Outputs Satisfied service users Goals achieved Resources used Reputation
  • 20. How to tackle ChangeHow to tackle Change Devise an overall strategy Turn the strategy into a plan Seek sanction from those in authority Implement the plan
  • 21. Developing a Plan for ChangeDeveloping a Plan for Change What am I trying to achieve? What is the best way of doing it? What tasks and activities are involved? In what order should I do these? What resources do I need? How shall I review progress? Who will do what and when?
  • 22. Developing a Plan for ChangeDeveloping a Plan for Change Aims and Objectives what are you hoping to achieve Decide on the Change Strategy Plan how the Change will be Evaluated to measure its success How will you fund the Change/what is your budget? Consider how Consent will be achieved to access the Clinical Area Consider Ethical Issues that may occur
  • 23. Developing a Plan for ChangeDeveloping a Plan for Change Tools to aid planning and Implementation of the Change Gantt Chart Forcefield Analysis SWOT Analysis Charting the Critical Mass
  • 25. Identify Support &Resistance toIdentify Support &Resistance to ChangeChange
  • 27. Commitment PlanningCommitment Planning Need to build a critical mass of supporters to implement Change Any change situation has a balance of forces, reducing constraints is more effective than increasing pressure A commitment plan chart will help you to identify those, who oppose, allow, help or make the change
  • 28. What you need to do!What you need to do! Lead the change process Manage the process Inspire others
  • 29. You need to consider the styles ofYou need to consider the styles of LeadershipLeadership that arethat are appropriate for yourappropriate for your ChangeChange
  • 30. Barriers to changeBarriers to change It requires people to think differently It requires people to do things in different ways It requires people to learn new ways It requires additional effort from people Resistance to change People are frightened about having to learn and change
  • 32. Working with ResistanceWorking with Resistance Effective communication Careful listening Careful explanations Discuss the reasons for the change and the external pressures driving it, may help some to understand why it needs to happen Encourage participation in developing the vision or the direction of the change may not become enthusiastic, but will tolerate the change Negotiation over particular issues with individuals or groups can win people over
  • 33. How you may feel!How you may feel!
  • 34. During this process of writing your dissertation, just thinkDuring this process of writing your dissertation, just think this is your last hurdle to obtaining your degree!this is your last hurdle to obtaining your degree!
  • 35. ReferencesReferences Bridges, W (2002) Managing transition, Making the most of change. London: Nicholas Brealy Burnes, B (2000) Managing change: a strategic approach to organisational dynamics. 3rd edn. Harlow: Prentice Hall Davidson J (2002) The Complete Idiot s Guide to Change Management. Indianapolis: A Pearson Education Company Geddes & Grosset (2005) Concise Edition Dictionary and Thesaurus. New Lenark, Scotland:David Dale House Martin V (2003) Leading Change in Health & Social Care. London: Routledge Mulhall A (1999) Changing Practice: the theory. London: Nursing Times books Turrill T (1993) Change and Innovation. 2nd edn. Thirsk: Turrill Ltd.

Editor's Notes

  • #15: Holistic, but limitations on time scale. It suggests that everything that needs to be changed, can be accomplished at the same time unlikely due to complex situations