In this era, change is usually seen as the driving force for successful organizations, hence the need to effect them when the need arises (Hesselbcin et al., 1996). Under Kotter’s change model, employees are able to conform to changes after they are convinced that they are in dire need of the new changes that are to be effected in their organization. The eight steps of this model include the establishment of a sense of urgency, and this helps motivate individuals as they prepare to embrace the new changes in their organization. After this phase is successful, managers are required to develop a coalition that will guide the members, and this is done by officials who are chosen by the organization to oversee the change…
I was intrigued by Harold Gilkey’s insight on resistance to change. You can clearly identify their resistance to change when they’re unwilling to give up something they know how to do very well. The best example I can give you of that is that the staff say I can do that faster rather than train somebody else to do it. And then they continue to do it for the next five years or next three months whatever the time frame you want to put on it. Their unwilling to train the next one because they like doing it.…
They had five identifiable resistances to change. The first was the breaking of the habits. The employees were very resistant to changing their job functions and routines. They also had economic fears. They wondered what would happen to them if they did not make the change.…
Diagnosing What Needs to Be Changed After identifying the need for change, it is important to consider the different factors that affect the change process. It is also important to look at what factors drive the change process forward and what factors resist the change. Lewin’s force field analysis provides a method for evaluating these driving forces and resisting forces (Lindauer, 2015). This method identifies these driving forces and resisting forces and helps leaders develop methods for encouraging and promoting the driving forces while minimizing or reducing the resisting forces to change initiatives.…
This management change model targets the planning and implementation stages of large and small internal initiatives (Martin, Sutton, Willars, and Dixon-Woods, 2013). Strengths and weaknesses associated with the “go live” process are reviewed. This review reflects the technological strengths and weaknesses in addition to personal strengths and weaknesses of healthcare personnel. Change is often hard to accept, and I believe that utilizing this model throughout the go live process promotes success. There are eight components of this change model which are as…
As humans we do not like change. Even innovators have certain processes and activities that they cling to. In many cases stability is part of survival. Managing Resistance to Change by Ken Hultman, address resistance to change, what that resistance is characterized by, and how to avoid resistance to change. From this selection I learned about the different types of resistance.…
Leading a Continuously Changing Organization “Leaders attract internally motivated people, inspire them with a mission, and initiate new ways of thinking (Keller, 1995). The result is new influence on the culture of the organization. Great leaders are willing to challenge the status quo while trusting and empowering their people. Not only do leaders use obstacles to create a positive future, they are willing to set an example of sacrifice for the good of the next generation”. (Banutu-Gomez, M. B. & Banutu-Gomez S. M. T., 2007).…
Change management is the process used in an organisation such as health and social care for continually sustainable change and improvement that deliver quality care that will actual benefits patients, public and staffs(NHS 2013). The proposed PSI will be implemented in hospitals and community setting, it intended groups including patients with intermittent and indwelling catheter in suits. These involves many stakeholders including, patients, nurses and other healthcare staffs. This incorporate Kurts Lewin's (1951) explanation about introducing a new change, which stated in order for people to adjust to new behaviour or change they need to be motivated before change can occur.…
Studies have highlighted that poor state of oral health in hospitalised patients is due to low priority given to oral care provision, poor knowledge of oral procedures by healthcare professional, lack of protocols assessment tool, lack of implementation of oral care regimes and lack of staff training. There are guidelines for the provision of high quality care for oral hygiene in hospital settings, but as the research points out, there is inadequate details for family carers. The help of carer’s and family during patient hospitalisation can make a great difference to this aspect of their care and well-being and more should be done to encourage their involvement (British Dental Foundation, 2014). The aim of this innovation is to; raise awareness for the need for effective oral health promotion, plan for change to make sure oral health promotion is provided, education and training is provided and assessment tools are provided; implement/execute the plan then evaluate the plan and ensure that the change becomes permanent. Innovation Objectives • Provide education and training to improve healthcare professional’s knowledge and skills.…
Introduction Leading change management requires establishing a theoretical foundation that supports change initiatives. This document will research the theoretical elements of change and change management models. Addressed will be the following: factors that contributed to the organic evolution of change, methodologies used in formulating strategic development approaches, commensurate leadership and management skills used to sustain growth during change management and data retrieval and analysis. As businesses continue to change and evolve the need for flexibility within organizational operations becomes more important. Businesses that survive and prosper are agile and adaptive to change.…
and the facility would ultimately benefit by retaining their staff and having higher patient and staff satisfaction. A change agent is one who works to bring about a change in their environment. Although in the end, changing the way a facility motivates their staff and prevents burnout will benefit the nurses, patients, and the organization, being a change agent in the high-stress atmosphere of health care is not easy. Initiating change requires time, effort and energy (Sullivan, 2013).…
In the work environment, organizational change can affect employee satisfaction, productivity, and overall success of the company. Organizations can change in structure, work process, and culture. Since change is inevitable in any situation, it is important to deal with change effectively and adapt to achieve positive results. For some employees, change in the workplace may cause them stress and lead them to become resistant to change. Leaders of an organization can help employees adapt to new situations by fully communicating changes made, respecting their thoughts and feelings, and providing an adequate amount of time for them to adjust to changes made.…
Lewin’s change model involves the three steps- unfreezing, moving, and refreezing to support change (Yoder- Wise, 2011). The local hospital currently utilizes a functional structure of leadership; therefore, the first step to initiate change must be gaining support and permission to implement a change from upper management. After support and consent has been obtained, the first step in Lewin’s change model, unfreezing may be initiated. Unfreezing. The first step in Lewin’s model of change, unfreezing, takes place when members of an organization begin to note the need for change and begin to prepare for change (Yoder- Wise, 2011).…
As healthcare continues to grow, so will organizational structure, policy, interventions, frameworks, programs which is necessary to facilitate desired outcomes (Shirey, 2013). Some nurses will resist change, some assume that change is a negative chain of events while the truth is change is imperative in healthcare. Lewin’s Theory of Planned Change is as a strategic resource to capture the human beings fundamental aspect of change furthermore pinpoint conditions that will pre-determine identifiable goals (Shirey, 2013). Unfreezing, for example, is the first stage of development that a leader recognizes that a problem exists, once the cause is identified, then leadership seeks measurable goals to implement change (Shirey,…
It is important that the message be sent loud and clear to all employees within the organization that the change must be attacked with an extreme sense of urgency. It is also important for the top level of the organization to have a realistic plan in implementing change. Many times top level management overestimates how many big changes they can force early on. They also underestimate how hard it is to drive people out of their comfort zones (Kotter, 1996). In order to achieve this management must create a powerful…