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Introduction
Change. Its inevitable. Though many people fight like mad to avoid change,
they cant. If you look fifty years back at anything, it has changed many
times people, fashion, cars, the street in front of your home. Like death,
taxes, and time, you cant escape change.
Whats really important is how you manage change. Managed well, it can be
healthy for you and your company, leading to improved profit margins,
happier and more productive employees, and a stable and growing
company. Managed poorly, it can lead to poor morale, loss in production, and
ultimately the possibility of bankruptcy or selling out. No wonder so many
people are afraid of change!
The first thing you need to determine is what in your company will be
changing. Are you downsizing? Outsourcing? Changing your IT system?
Reorganizing the company? Selling it to another company outright? Or are
you expanding the company? Expansion and profit can be just as stressful as
downsizing and bankruptcy. Once you know all the major types of change
your company will be undergoing, you should brainstorm all the different
items youll need to address: accounting changes, human resources
changes, laying off or hiring employees, changing locations, spreading
yourself and your employees thinner.
Once you have a good grasp on what you expect to see changing in your
company (and that is expect because your list is never, ever quite
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accurate! It changes.) youre ready to start introducing your upper-level
management staff to the details of whats going on. They already know that
change is coming, whether you tried to keep it secret or not.
When you change anything about your company, you will need a team of
advocates. You know the compelling reasons you need to change; now you
need to teach your management team how to handle these transitions and
ensure that all problems are addressed smoothly.
Change is hard. Sometimes its easier to hear the news from someone you
dont work with every day. And because you are certain to be emotionally
vested in your company, you may not be able to clearly explain what you
expect from the coming changes.
Next, listen to your management team, and listen carefully. They will see
problems with, ramifications of, and improvements on your change
management plan that would never occur to you. At the end of your
introduction to change management session, have an intense and relaxed
brainstorming meeting. Put papers up all around your conference room, and
encourage people to list issues. Encourage creative thinking. Talk about how
each department will influence the next one. Think about the companys
shareholders, if you have public stock. And think about the reactions of your
employees. Some will embrace change. Others will dig in and do everything
they can to keep things the same. You may have union issues or other
special organizational problems. The most important thing you can do with
this session is get a handle on how things may need to be addressed.
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Once youve outlined the change youre expecting, you should organize a
team to implement your companys changes. Your smooth transition will only
be as smooth as your transitional team can make it. The obvious source for
most of your transition team is your human resources department, but dont
limit yourself. You may have staff who have shown themselves to be more
capable managers during times of change, and you should have a voice from
each department on the team. Dont forget your non-management staff,
either; they will be able to give you insights into morale and everyday
efficiency that will prove invaluable during the stresses involved in
introducing change to your company.
Change management is a structured approach to
shifting/transitioning individuals , teams , and organizations from a currentstate to a desired future state. It is an organizational process aimed at
empowering employees to accept and embrace changes in their current
business environment. In project management , change management refers
to a project management process where changes to a project are formally
introduced and approved.
Examples of Organizational Change
1. Missionary changes
2. Strategic changes
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3. Operational changes (including Structural changes)
4. Technological changes
5. Changing the attitudes and behaviors of personnel
As a multidisciplinary practice that has evolved as a result of scholarly
research, Organizational Change Management should begin with a
systematic diagnosis of the current situation in order to determine both the
need for change and the capability to change. The objectives, content, and
process of change should all be specified as part of a Change Management
plan.
Change Management processes may include creative marketing to enable
communication between change audiences, but also deep social
understanding about leaderships styles and group dynamics. As a visible
track on transformation projects, Organizational Change Management aligns
groups expectations, communicates, integrates teams and manages people
training. It makes use of performance metrics, such as financial results,
operational efficiency, leadership commitment, communication
effectiveness, and the perceived need for change to design appropriate
strategies, in order to avoid change failures or solve troubled change
projects.
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Successful change management is more likely to occur if the following are
included:
1. Benefits management and realization to define measurable
stakeholder aims, create a business case for their achievement (which
should be continuously updated), and monitor assumptions, risks,
dependencies, costs, return on investment, dis-benefits and cultural
issues affecting the progress of the associated work.
2. Effective Communications that informs various stakeholders of the
reasons for the change (why?), the benefits of successful
implementation (what is in it for us, and you) as well as the details of
the change (when? where? who is involved? how much will it cost?
etc).
3. Devise an effective education, training and/or skills upgrading scheme
for the organization.
4. Counter resistance from the employees of companies and align them
to overall strategic direction of the organization.
5. Provide personal counseling (if required) to alleviate any change
related fears.
6. Monitoring of the implementation and fine-tuning as required.
The Nature of Change
Change any alteration occurring in the work environment that affects the
ways in which employees must act.
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May be planned or unplanned, catastrophic or evolutionary, positive or
negative, strong or weak, slow or rapid, stimulated internally or
externally
Regardless of source, nature, origin, pace, or strength, the whole
organization tends to be affected by change in any part of it
Change is a human as well as a technical problem
Can be compared to an air-filled balloon
Equilibrium in social structure a state of relative balance between
opposing forces.
Established when people develop a relatively stable set of relations
with their environment (learn how to deal with one another, how to
perform their jobs, what to expect next)
Equilibrium exists; employees are adjusted.
When change comes along, adjustments are required as the
organization seeks a new equilibrium
Inability of employees to adjust causes disequilibrium; the organization
is in state of unbalance
Managers Roles
Proactive to introduce continual organizational changes to bring
about a better fit between the firm and its environment (anticipate
events, initiate changes, take control of organizations destiny)
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Reactive to restore and maintain group equilibrium (respond to
events, adapt to changes, tempering consequences of change)
Responses to Change
Work change does not produce direct adjustment
It operates through each employees attitudes to produce a response
that is conditioned by feelings toward the change.
Hawthorne studies , conducted by F.J. Roethlisberger proved the
theory that better lighting would lead to greater productivity. However,
when lighting was decreased, there was no proportional decrease in
productivity up to a certain level; employee attitudes proved as the
intervening variable.
The way that people feel about a change is one factor that
determines how they will respond to it
Unified Social Response to Change
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Hawthorne Effect observation affects behavior. When people
are observed, or believe that someone cares about them, they
act differently .
Group response to change We are all in this together.
Whatever happens to one of us affects us all. based on the
social needs of man.
Homeostasis the self-correcting mechanism or characteristic
of organizations by which energies are called up to restore
balance whenever change threatens.
Cost and benefits
All changes have some costs.
Economic costs (monetary terms)
Social costs (adjustments in organizational relationships)
Psychological or Psychic costs (emotional & physical stress)
Before changes are implemented, an analysis of the benefits
(economic, social and psychic benefits) must be done to ensure that all
benefits outweigh all costs.
People will react in different and widely varying ways to change.
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20-50-30 rule: 20% receptive, 50% neutral; 30% close-minded and
resistant
Challenge for managers: to transform 80% (neutral & resisters) into
supporters of the change
Consists of any employee behaviors designed to discredit, delay, or
prevent the implementation of a work change.
Reasons for resistance threats to their needs for security, social
interaction, status, competence, or self-esteem
Other causes of resistance:
Org. cultures that overvalue criticism of new ideas
Employees who mouth support in public but undercut changes
behind the scenes
Indecisive ,managers who suffer from analysis paralysis
Emphasis on flashy proposals instead of follow-through
Bunker mentality where employees ignore changes because
the organizational crisis is not significant.
All types of employees tend to resist change because of the psychic
costs that accompany it.
The tendency for resistance is offset by the desire to for new
experiences and for the rewards that come with change.
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Chain reaction effect the situation wherein a change that directly
affects one or a few persons may lead to a direct or indirect reaction
from many people because of their mutual interest.
Reasons for Resistance
Employees resist change because of 3 reasons:
Nature of change itself Employees are uncomfortable with the
change because it violates their moral belief system.
Method used People may resent having been ill-informed, reject an
insensitive and authoritarian approach.
Perceptions of inequity Someone else appears to gain the benefits
of the change.
Types of Resistance
Three different types of resistance:
Logical resistance based on disagreement with facts, rational
reasoning, logic, and science. (time required to adjust, extra effort to
relearn, skills downgrading, economic costs, questioned technical
feasibility of change)
Psychological resistance based on emotions, sentiments, and
attitudes (fear of the unknown, low tolerance for change,
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dislike/mistrust of management, lack of trust in others, need for
security/ status quo)
Sociological resistance challenges to group interests, norms, and
social values (political coalitions, opposing group values, parochial,
narrow look, vested interests, desire to retain existing friendships)
Possible Benefits of Resistance
Resistance is not all bad.
Can bring a broad range of benefits. (implement better policies and
systems of checks and balances)
Can help identify specific problem areas where management can take
corrective action
Gives management information about the intensity of employee
emotions on an issue
Provides emotional release for pent-up employee feelings
Encourage employees to think and talk more about the change so they
understand it better
Transformational Leadership and Change
Transformational leaders managers who initiate bold strategic changes
to position the organization for its future.
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Create Vision crystallized long-range image or idea of what can and
should be accomplished which stretches people beyond their current
capabilities and thinking and excites them to new levels of
commitment and enthusiasm.
Communicate Charisma leaders have 2 tasks: to persuade
employees that the vision is urgent and to motivate them to achieve it.
Charismatic leaders are dynamic risk takers who show their depth of
expertise and use provocative symbols and language to inspire
employees to take early and sustained action.
Stimulating Learning Transformational leaders recognize that the
legacy they leave behind is not simply the change itself but an
organization that will continue to change. The critical task is to
develop peoples capacity to learn from the experience of change.
This process is called double-loop learning.
Such double loop learners develop the ability to anticipate problems,
prevent many situations from arising, challenge their own limiting
assumptions and views.
PRINCIPLES OF CHANGE MANAGEMENT
Principle ONE
Different people react differently to change
The following diagram represents a spectrum of change:
Stability - - - - - - - - - - - - - - - - Change
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Different people have different preferences for where they like to be on this
spectrum. Some people like to be at the STABILITY end of the spectrum -
they like things to be the way they have always been. Other people like to be
at the CHANGE end of the spectrum - they are always looking for something
different and new.
Problems arise when the individual's preferences differ from the situation
they find themselves in. That is, if:
a stability-oriented person finds that circumstances are changing quite
rapidly, or a change-oriented person finds that everything is the same and there
is nothing new
In these situations, the individuals involved can experience:
strong disatisfaction
stress
negative attitudes towards individuals with preferences at the other
end of the spectrum (eg: distrust, dislike)
resistance (to change, or to the status quo)
intense emotions
loss of rational judgement
People tend to resist, therefore, approaches on other parts of the spectrum
than where they themselves prefer to be.
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Principle TWO
Everyone has fundamental needs that have to be met
A famous psychologist called Will Schutz identified three basic needs that
people have in interpersonal relations. These basic needs are also of
fundamental importance in people's reaction to change:
The need for control
The need for inclusion
The need for openness
Whilst the need for these can vary between people, in any change process
there is always some degree of need for control over one's
environment/destiny, some degree of need to be included in the process of
forming the change that is taking place, and some degree of need for
managers/leaders to be open with their information.
If a change programme fails to meet the control, inclusion and openness
needs of the individuals affected by it then that programme is likely to
encounter a range of negative reactions, ranging from ambivalence through
resistance to outright opposition.
Principle THREE
Change often involves a loss, and people go through the "loss
curve"
The relevance of the "loss curve" to a change management programme
depends on the nature and extent of the loss. If someone is promoted to a
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more senior position, the 'loss' of the former position is rarely an issue
because it has been replaced by something better. But if someone is made
redundant with little prospect of getting a new job,
there are many losses (income, security, working
relationships) that can have a devastating effect.
There are many variations of the "loss curve". One is
known as "Sarah" - that is, the individual experiences (in this order):
S-hock
A-nger R-ejection
A-cceptance
H-ealing
The common factors amongst all "loss curves" are:
1. that there can be an initial period where the change does not sink in.
For example, feelings may be kept high by the individual convincing
themselves that the change is not going to happen.
2. that when the loss is realised, the individual hits a deep low. The depth
of this 'low' is deepened if the loss is sudden/unexpected.
3. that the period of adjustment to the new situation can be very
uncomfortable and take a long time. In the case of bereavement, the
period of adjustment can be as long as two years.
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Principle FOUR
Expectations need to be managed realistically
The relationship between expectations and reality is very important. You can
see this in customer relations - if a supplier fails to meet expectations then
the customer is unhappy; if the supplier exceeds expectations then the
customer is happy.
To some extent the same principle applies to staff and change. If their
expectations are not met, they are unhappy. If their expectations are
exceeded, they are happy.
Sometimes, enforced change (eg: redundancies) inevitably involve the
failure to meet expectations: there had been an expectation of job security,
which has now been taken away.
What leaders/managers have to do, however, is make sure they don't pour
petrol on the fire by making promises that can not or will not be kept.
Expectations have to be set at a realistic level, and then exceeded (eg: in
terms of the degree of outplacement support that will be provided).
Principle FIVE
Fears have to be dealt with
In times of significant change rational thought goes out of the window. This
means that people often fear the worst - in fact, they fear far more than the
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worst, because their subconscious minds suddenly become illogical and see
irrational consequences. Eg:
Our company is reducing staff, which means...
They will make people redundant, and...
I'll be the first to be kicked out, and...
I'll have no hope of getting another job, and...
I won't be able to pay the mortgage, so...
I'll lose the house, so...
My family won't have anywhere to live, and... My wife won't be able to cope, so...
She'll leave me, and...
I'll be so disgraced the children won't speak to me ever again.
Such fears need to be addressed, eg by helping people to recogniZe that
most people who are made redundant find a better job with better pay and
have a huge lump sum in their pocket! Or, where appropriate, by explaining
how the reductions in staff numbers are going to be achieved (by natural
wastage or voluntary redundancy).
CHANGE THEORIES IN NURSING
Lewin's Change Theory
Kurt Lewin's change theory is widely used in nursing and involves three
stages: the unfreezing stage, moving stage, and refreezing stage.
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Lewin's theory depends on the presence of driving and resistant forces.
The driving forces are the change agents who push employees in the
direction of change. The resistant forces are employees or nurses who
do not want the proposed change. For this theory to be successful, the
driving force must dominate the resistant force.
Rogers' Change 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.
Spradley's Change Theory
This is an eight-step process for planned change based on Lewin's
theory of change. It makes provision for constant evaluation of the
change process to ensure its success. The steps are: recognize the
symptoms, diagnose the problem, analyze alternative solutions, select
the change, plan the change, implement the change, evaluate the
change and stabilize the change.
Other Theories
Reddin's, Lippitt's and Havelock's theories are based on Lewin's theory
and can be used to implement planned change. The first two have
seven stages, while the third has six.
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Real Life Application
An article titled "Managing change in the nursing handover from
traditional to bedside handover---a case study from Mauritius" details
the use of Lewin's and Spradley's theories to implement a change in
the process of handover reports between nurses. The driving force in
this case was dissatisfaction with the traditional handover method,
while the resistant forces were a fear of accountability, lack of
confidence and fear that this change would lead to more work.
Evaluation of the implemented change showed that the new process
was successfully implemented.
Conclusion
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Driving conclusion as a result of change management is not an easy task.
There are a lot of things to take into consideration that will lead to the
eventual creation of conclusions that transpired during the change process.
There are 3 Ps to take into account. These are the people, policies and
processes. These key ingredients determine how change management can
directly impact the organization.
(a) People
It is indeed given that this is the most important aspect of the change
process. It is because people working on a certain project are considered the
front liners, making decisions and plans to ensure success on every phase of
the change process. Though it is hard at times to unlearn old behaviors and
techniques, it is still a must to embrace changes happening in the
organization to focus more on what can be contributed rather than resisting
team efforts on what needs to be done.
(b) Policies
If we are talking about changes in an organization, this means that there are
certain policies that need to be revisited to determine if these still apply to
the new goals and objectives of the company. Though policies are governed
by company rules and regulations, there are still some exceptions that
should be taken into consideration to decide if these hinder the change
process from successfully implemented.
(c) Processes
As mentioned, old habits are hard to break and so are old processes. But
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then again, with the introduction of advance tools and equipment, new
processes can easily be carried out. Though there are some previous
processes that should be kept, change is still inevitable as finding simpler
means of doing work is still a top priority.
In nursing, managing change in a hospital set up is a daunting task as it
involves a change in the attitude and behavior of staff in a complex
environment in order to gain their collaboration. The concept of no pain no
gain was very evident throughout the process. Lewin's 3 stage model was
useful in implementing the change in a planned and structured way.
Resistance was overcome by creating a climate which encouraged open
communication. The support of the ward manager and key stakeholders
were significant. Evaluation has shown that the new system of handover is
working well but monitoring will be ongoing with evaluation of a larger
sample of patients. This change has been an enriching experience for the
staff, and has generated enthusiasm and given them confidence to question
some of the practices on the ward. This new approach to handover can
therefore be implemented in other areas of practice and evaluated to ensure
that they are meeting patients' satisfaction. Further studies can be
undertaken to explore how the multidisciplinary team could further
consolidate this process.
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Bibliography
Internet sources :
en.wikipedia.org/wiki/ Change _ management
http://www.teamtechnology.co.uk/changemanagement.html
http://www.ehow.com/about_5544426_change-theories-nursing.html
Lecture :
Human Resources Management by Prof. Maria Paz Castro, OLFU Graduate
School, 2009
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http://www.teamtechnology.co.uk/changemanagement.htmlhttp://www.ehow.com/about_5544426_change-theories-nursing.htmlhttp://www.teamtechnology.co.uk/changemanagement.htmlhttp://www.ehow.com/about_5544426_change-theories-nursing.html