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Introduction
Change is a common thread that runs through all Organization irrespective of size, Industry and age. Our world is changing fast and as such the organization must strive to adapt to the changes. [ ] a necessary feature of all forward looking organization. In Health care System change is an essential for improvement and modernization of Health Services. It is essential for adaptation and growth. According to J Sullivan “ change is the process of making something different from what it was”. It often creates fear and anxiety in an Organization. The process of change is continuous and begins with the present state , is disrupted moves through a transition period, and finally comes to a desired state. Once the desired state has been reached , however the cycle of change begins again. Change Implementation within an organization can then be conceptualized as an exercise in social influence defined as the alteration of an attitude or behaviour by one actor in response to another actor’s actions. ( Marston & Fredkin, 1993 and by Julie etal 2012 . Academy of Management Journal). This article explains the process of organizational change by using Lewin’s Force Field Model Theory and the application of role of Leader in the Implementation of change in my current practice.
Change is inevitable so, it has to put in practice. The process of change has been described by number of theories , which include Lewin’s three process of change, Lippitt’s phases of change, Havelock’s Model, Roger’s diffusion of innovations, Empirical rational power-coercive / Normative re-educative and combined strategies. Lewin(1951) provides a social-psychological view of the change process. According to his force field analysis theory , behaviour i...
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... at multiple times and in multiple places to be effective. Scheduled forums to discuss expected changes in staff roles and relationships. Regular reporting of findings made by the Leader must be made available to groups. Another strategy to create readiness is examine the systems of communication used in the organization.
Lewin ’s Change Theory helps the Health Care professionals to recognize that change is important and is necessary. However change agent must prepare to confront the resisting and restraining forces that may impede on the Change process.
Readiness means being prepared. The role of Leader is to ensure the right condition and resources in place to support the change process. Leaders has to have a clear vision and objectives for the intended change. Leader should demonstrate motivation and attitude to everyone with the change and make it work.
The NHS change model was selected due to the well-defined stages and clear guidance the model offers, with the added benefit of it being NHS focused. Consisting of the values of the NHS strives to adhere to and developed to aid with the understanding of leadership within healthcare. The NHS change model states leaders who are implementing change are required to utilise all dimensions of the change model to successfully
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
Leadership is described as the behavior of an individual when directing the activity of a group towards a common goal (Al- Sawai, 2013). Healthcare system involves multiple related, interconnected relations with other departments and health care professionals from various cultural backgrounds; therefore, the understanding of individuals’ behavior and group dynamics within the healthcare organization is imperative for a leader and or organization to be successful (Bukowski, 2009). A transformative leader has the attributes that are necessary for twenty- first century leader to have to be an effective leader in a changing nursing service organization and the healthcare system. A transformative leader is a type of leader that collaborates, encourages, and motivates people adapt to changes with charisma (University of Kent, n.d). Study shows that some leaders fail because of
Finally, and I feel most importantly, change effects everyone. Barker states in his presentation that just because change happens in a department that is not your own, don’t assume that it won’t affect you. Changes trickle throughout the organization and a change anywhere in the process is bound to affect everyone. This is a point that Christensen reinforces as key lesson from disruptive innovation. Disruption rarely alters one portion of the industry. Usually it is a sweeping change. When used successfully, Christensen feels that technology is a driving force behind sweeping change in healthcare.
During this semester, I have listen to many speeches, and I do like the speech about making changes. I am totally agree with the speaker that human is hard to make changes because of their internal “laziness”. First, his speech notes the “observing-interpreting-applying” theory, which is quite effective to make changes. In order to make changes, the first step is to observe and find out behaviors needed to change. The second step is to interpret these behaviors and find out tactics to make changes. The third step is to apply these tactics to exactly change behaviors as expected. This theory is not only beneficial to change my behaviors, but also beneficial to change my members’ behaviors.
Change usually comes with resistance in any workplace because change disrupts the employees’ sense of safety and control (Lewis, 2012). Kurt Lewin (1951) created a three step process for assisting employees with organizational Change (Lewis, 2012). The three stages are Unfreeze, Change and Refreeze. These are the steps to a smooth transition for change within organizations. Further, these steps are not possible without good communication from upper Management through line staff. Communication was consistently listed as an issue in surveys conducted by the department.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Leaders benefit from building a team to create and implement change, this is a key theme in the Kotter model of change. This teambuilding engages employees throughout the process. Allowing employees to be a part of the change process gives them the opportunity and trust to be creative moving toward the future (Cochrane, 2002). Leaders can create opportunity for employees and leaders to dialogue about the change, which can help troubleshoot the process. Leaders who engage employees throughout the organization from various levels of the organization will receive perspectives from the entire organization helping them make better-informed decisions. Employees want to be allowed the opportunity to help an organization they believe in, in a way that enhances the
One of the change models of Organizational Development was created by Kurt Lewin. It includes three phases: unfreeze, move or change, and refreeze (Lewin, 1951, 1958). Lewin’s model recognizes the impormance of changing the people in organization and the role of top management involvement to overcome the resistance of change.
The team needs to establish a policy and procedure which would be a step toward an organizational structure. This process will be a framework that defines formal reporting relationships between the different levels of management. For example, the guidelines can be used as a protocol of the process managers needs to follow to assist their employees through the change process. The team also needs to provide in house trainings for all departments so employees can be aware and implement the new changes. The training will increase skill level and improve staff productivity.
Managing Change: Who Moved my Cheese? Darrin Ruble National University Managing Change: Who Moved my Cheese? Rashid-Al-Abri (2007) claims that change in the healthcare industry has been a dramatic phenomenon that requires the personnel to accept changes or they will be surpassed by them. Therefore, there is the need to follow the steps of change: evaluation, planning, implementation, and management. The characters are different, but the individual control that these characters display plays a fundamental role in the acceptance and the administration of change.
Why now? Why are we focusing on transformational leadership? Healthcare costs are continuing to rise. Some of the critical problems and active debates prevalent in many hospital organizations include the rapidly intensifying healthcare costs, funding and reimbursement cutbacks, and concern regarding the overall quality and safety of health care. “Healthcare systems have come under pressure to improve performance and manage productivity” (Botting, 2011). To be successful in the 21st century, there is a demand on healthcare systems to have a vision and executive and clinical leadership to inspire the change process and make the difference between success and failure in change.
A manager’s leadership style must influence staff and others to take them seriously. A manager sets the tempo for the employees’ work ethic. Effective leadership from healthcare managers is important to the modern healthcare reform (Kumar, 2013). Leadership engagement in healthcare explains how a problem could affect a healthcare organization. Managers that hold leadership roles must adopt a certain style that can be functional for his or her initial organization to be successful. Performance improvement can be a very serious aspect of leadership engagement (Croxton, 2011). Healthcare managers need to have people from all areas involved to work effectively. Without the consistency of getting all staff and physicians involved, the organization may suffer greatly.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
One of the first scholars to describe the process of organizational change was Lewin (1974). He described change as a three-stage process that consists of unfreezing, moving and freezing stage. During the unfreezing stage the organizations become motivated to change by some event or objective. The moving stage is like implementation when the organization actually makes the necessary change. Furthermore the freezing stage is reached when the change becomes permanent. Organizational change has also...