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At the end of this class students will be acquainted with Planning for Change.
Specific objective:
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PLANNING FOR CHANGE
INTRODUCTION
Change occurs over time, often fluctuating between intervals of change then a time of
settling and stability.
Change management involves thoughtful planning and sensitive implementation, and
above all, consultation with, and involvement of, the people affected by the changes.
If you force change on people normally problems arise.
Change must be realistic, achievable and measurable.
DEFINITION
Planning:
Planned change:
o Planned change is a change that results from a well thought out and deliberates effort to
make something happen. It is the deliberate application of knowledge and skills by a
leader to bring about a change. - Tappen, 1995
Change agent:
A change agent is one who generates ideas, introduces the innovation, and works to bring
about the desired change.
o A change agent is someone who deliberately tries to bring about a change or innovation,
often associated with facilitating change in an organization or institution.
o To some degree, change always involves the exercise of power, politics, and
interpersonal influence..
o A change agent must understand the social, organizational, and political identities and
interests of those involved.
o The change agent should have the following qualities;
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o Flexibility modify ideas
o Persistent, confident and has realistic thinking
o Trustworthy
o Ability to articulate a vision, and
o Ability to handle resistance.
The key principles driving the elements of the Change Management are:
Rationale- empirical:
Normative- re-educative:
o This is based on the assumption that group norms are used to socialize individuals.
o The success of this approach often requires a change in attitude, values, and/ or
relationships.
o This strategy is most used when the change is based on culture and relationships
within the organization.
o The power of the change agent, both positional and informal, becomes integral to the
change process.
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Power- coercive:
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Types of changes
Hohn (1998) identified four different types of change: Change by exception, Incremental
Change, Pendulum Change and Paradigm Change.
Change by Exception:
Incremental Change:
Pendulum Changes:
Paradigm Change:
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Kurt Lewin‟s change theory:
o Kurt Lewin (1890 – 1947) has been acknowledged as the ―father of social change
theories and presents a simple yet powerful model to begin the study of change theory
and processes.
o "Unfreezing" involves finding a method of making it possible for people to let go of an
old pattern that was counterproductive in some way.
o In this stage, the need for change is recognized, the process involves creating awareness,
beginning the change & its acceptance.
o "Moving to a new level" involves a process of change--in thoughts, feelings, behavior,
or all three. The need for change is accepted and implemented in this stage.
o "Refreezing" is establishing the change as a new habit, so that it now becomes the
"standard operating procedure." The new change is made permanent here.
o Lewin also created a model called ―force field analysis which offers direction for
diagnosing situations and managing change within organizations and communities.
o According to Lewin‘s theories, human behavior is caused by forces – beliefs,
expectations, cultural norms, and the like – within the "life space" of an individual or
society.
o These forces can be positive, urging us toward a behavior, or negative, propelling us
away from a behavior.
o Driving Forces Driving forces are those forces affecting a situation that are pushing in a
particular direction; they tend to initiate a change and keep it going.
o In terms of improving productivity in a work group, pressure from a supervisor, incentive
earnings, and competition may be examples of driving forces.
o Restraining Forces Restraining forces are forces acting to restrain or decrease the
driving forces.
o Apathy, hostility, and poor maintenance of equipment may be examples of restraining
forces against increased production.
o Equilibrium Equilibrium is reached when the sum of the driving forces equals the sum
of the restraining forces.
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Lippitt's phases of change theory:
o Lippitt‟s theory is based on bringing in an external change agent to put a plan in place to
effect change.
o There are seven stages in this theory.
Phase 1:
Phase 2:
Phase 3:
Assess the resources and motivation of the change agent(commitment the change, power, and
stamina)
Phase 4:
Phase 5:
Ensure the role and responsibility of the change agent is clear and understood (communicator,
facilitator, and subject matter expert.
Phase 6:
Phase 7:
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Gradually remove the change agent from the relationship, as the change becomes part of an
organizational culture.
o Havelock's change theory has six stages and is a modification of the Lewin's theory of
change.
o The six stages are building a relationship, diagnosing the problem, gathering resources,
choosing the solution, gaining acceptance and self renewal.
o In this theory, there is a lot of information gathering in the initial stages of change during
which staff nurses may realize the need for change and be willing to accept any changes that
are implemented.
o Each stage acknowledges a key principle identified by Kotter relating to people's response
and approach to change, in which people see, feel and then change:
o Kotter's eight step change model can be summarized as:
o Increase urgency - inspire people to move, make objectives real and relevant.
o Build the guiding team - get the right people in place with the right emotional
commitment, and the right mix of skills and levels.
o Get the vision right - get the team to establish a simple vision and strategy focus on
emotional and creative aspects necessary to drive service and efficiency.
o Communicate for buy-in - Involve as many people as possible, communicate the
essentials, simply, and to appeal and respond to people's needs.
o Empower action - Remove obstacles, enable constructive feedback and lots of support
from leaders - reward and recognize progress and achievements.
o Create short-term wins - Set aims that are easy to achieve - in bite-size chunks.
Manageable numbers of initiatives. Finish current stages before starting new ones.
o Don't let up - Foster and encourage determination and persistence - ongoing change -
encourage ongoing progress reporting - highlight achieved and future milestones.
o Make change stick - Reinforce the value of successful change via recruitment, promotion,
and new change leaders. Weave change into culture.
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General considerations for planning change
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o Ensure the message comes from the top, and executives and line managers are
walking the talk.
o Make change visible with new tools and/or environment.
o Ensure clear, concise, and compelling communication.
o Integrate change goals with day-to-day activities, e.g., recruiting, performance
management, and budgeting.
o Address short-term performance while setting high expectations about long-term
performance.
o Help management avoid attempts to short circuit the change management process.
o Foster change in people‘s attitudes first, then focus on change in processes, then
change in the formal structure.
o Manage both supporters and champions, as well opponents and possible detractors.
o Accept that all people go through the same steps – some faster, some slower – and it
is not possible to skip steps.
o Build a safe environment that enables people to express feelings, acknowledge fears,
and use support systems.
o Acknowledge and celebrate successes regularly and publicly
o Fail to provide visible support and reinforce the change with other managers.
o Do not take the time to understand how current business processes would be affected
by change.
o Delayed decision-making, which leads to low morale and slow project progress.
o Are not directly or actively involved with change project.
o Fail to anticipate the impact on employees.
o Underestimate the time and resources needed
o Abdicate ownership of the project to another manager.
o Fail to communicate both the business reasons for the change and the expected
outcome to employees and other managers
o Change the project direction mid-stream
o Do not set clear boundaries and objectives for the project
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Organizational ageing
o The organization has to undergo progress through certain developmental stages within
the organizational structure termed organizational ageing.
o The young organization is characterized by high energy, movement and constant
change and adaptation; while the aged organizations will have established ‗turf
boundaries functioning in an orderly and predictable fashion, and are focused on rules
and regulations.
o In any type of ageing, organizations must find a balance between chaos and stagnation.
Some areas that undergo restructuring during an organizational ageing are;
o Leadership Changes
o Organizational Restructuring
o Outsourcing And Offshoring
o New Technologies And Tools
o New Competitors And Markets
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BIBLIOGRAPHY :
1) Jogindra Vati's Principles & Practice Of Nursing Management & Administration For Bsc
& Msc Nursing Jaypee Brothers Medical Pub (P) Ltd Editon 2013 Pg. No. 196-200
3) Joseph S’s Nursing Administration and Management AITBS publishers India Editon 2014
Pg. No. 150-155
5) www.study.com/academy/lesson
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