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Change Management #2 of 3 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Iles & Southerland, 2001, p.23 Requires Effective Leadership!! * External, (Environmental) analysis Other models both external and internal analysis
Lewin (1947, 1951) – Force Field Analysis  ,[object Object],[object Object],[object Object],[object Object],Who and What Can Change Iles & Southerland, 2001, p. 43-44 As long as the driving forces equal the restraining forces, the status quo is maintained. If disequilibrium is created with one of the forces gaining strength over the other, a change may occur. To facilitate a change, strategies need to be developed to reduce the restraining forces and strengthen the driving forces
Lewin (1947, 1951) – Force Field Analysis  ,[object Object],[object Object],[object Object],[object Object],Who and What Can Change Iles & Southerland, 2001, p. 43-44 USE: Once change priorities have been agreed, using methods from the last two clusters, a force field analysis can be used to identify actions that would enhance their successful implementation.
Lewin (1947, 1951) – Force Field Analysis  Who and What Can Change Iles & Southerland, 2001, p. 43-44
Lewin (1947, 1951) – Force Field Analysis ,[object Object],[object Object],[object Object],Who and What Can Change
Stakeholder Analysis and WIFM  In pairs undertake a a Force Field Analysis in relation to your proposed service improvement. One person play the role of the consultant for 10 mins and then swap roles
Sources and Potency of Forces  (Beckhard & Harris, 1987) ,[object Object],[object Object],[object Object],[object Object],[object Object],Who and What Can Change Iles & Southerland, 2001, p. 45 Special Note: Probably not as easy to use as WIFM stakeholder analysis!! – also; need to be very clear in relation to the performance gap – ie the ‘nature of change demanded’
Sources and Potency of Forces  (Beckhard & Harris, 1987) Who and What Can Change Iles & Southerland, 2001, p. 45 Low Medium High Potency of Forces Social Values Trade Unions Employees Legislature Owners Nature of the change Demanded:
Readiness and Capability (Beckhard & Harris, 1987) ,[object Object],[object Object],[object Object],[object Object],[object Object],Who and What Can Change Iles & Southerland, 2001, p. 45 Special Note: Again probably not as easy to use as WIFM stakeholder analysis!! – also; need to be very clear in relation to the performance gap – ie the ‘nature of change demanded’
Readiness and Capability (Beckhard & Harris, 1987) Who and What Can Change Iles & Southerland, 2001, p. 46 Psychological commitment to change, willingness, confidence, security etc.  Technical capacity for change – knowledge, skills etc., Need to rate as low, medium or high Capability ,[object Object],[object Object],[object Object],[object Object],Actions required to increase capability and/or Readiness Readiness Stakeholder (Key individuals or groups)
Commitment, enrolment and Compliance  (Senge, 1990) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Who and What Can Change Iles & Southerland, 2001, p. 45 Special Note: Again probably not as easy to use as WIFM stakeholder analysis!! – also; need to be very clear in relation to the performance gap – ie the ‘nature of change demanded’
Commitment, enrolment and Compliance (Senge, 1990) Iles & Southerland, 2001, p. 46 ,[object Object],[object Object],Apathy ,[object Object],[object Object],[object Object],Non-Compliance ,[object Object],[object Object],[object Object],[object Object],Grudging Compliance ,[object Object],[object Object],[object Object],Formal Compliance ,[object Object],[object Object],Genuine Compliance ,[object Object],[object Object],Enrolment ,[object Object],[object Object],Commitment Players Response to Change DISPOSITION
Commitment, enrolment and Compliance  (Senge, 1990) Who and What Can Change Iles & Southerland, 2001, p. 45 Need to assess on a continuum of: Commitment – Apathy (See previous slide) ,[object Object],[object Object],[object Object],[object Object],Actions required to increase commitment and/or minimise the effects of apathy Disposition Stakeholder (Key individuals or groups)
Sources of Potency or Levels of Commitment! In pairs undertake an additionally stakeholder analysis which includes an analysis of sources of potency or levels of commitment! One person play the role of the consultant for 10 mins and then swap roles OPTIONAL Activity
Innovation Research (Rogers, 1983, 1995)  ,[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change Iles & Southerland, 2001, p.56-57
Innovation Research (Rogers, 1983, 1995) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change Iles & Southerland, 2001, p.56-57
Innovation Research (Rogers, 1983, 1995) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change Iles & Southerland, 2001, p.56-57
Innovation  Research (Rogers, 1983, 1995) ,[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change Iles & Southerland, 2001, p.56-57
Innovation Research (Rogers, 1983, 1995)  ,[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change More recent work in this field has been concerned to explore the social and cultural factors in promoting or hindering change (Pettigrew  et al. , 1992; Dawson  et al. , 1999). Iles & Southerland, 2001, p.56-57
Innovation Research (Rogers, 1983, 1995)  ,[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change Iles & Southerland, 2001, p.56-57 These environmental/organisational features are key contributing process to  organisation organisational learning (Dixon, 1999; Pedler et al, 191; Senge 1990)
Innovation Research (Rogers, 1983, 1995)   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change Iles & Southerland, 2001, p.56-57
Reactions to change  Rogers (1983, 1995)
Rogers (1983, 1995) Reactions to change Predictable, these people’s interest will need considerable evidence – the more vivid and directly observable the better – before they can be mobilised away from present methods and preferences.  As a group, this category may be relatively risk adverse. Resistors (Laggards) Those who will follow the lead of a powerful person if they show signs of agreement and support for your ideas.  The commitment is centred on political calculation. Late Majority Are those who will want to see tangible outcomes to your proposals – they will not be convinced merely by the idea or principle. Early Majority These are people who will be rapidly persuaded, especially by early success.  They are likely to want to adapt your proposals to their own circumstances. Early Adopters Those who will leap with enthusiasm at your proposals they will strongly support it and will expect others to be active in pursuing them. Innovators
Innovation Research (Rogers, 1983, 1995)  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change Iles & Southerland, 2001, p.56-57 Managers need to take affirmative action to minimise these effects!
The pattern observed in 3,500 successful innovations 7 Innovation Research (Rogers, 1983, 1995)  Securing Individual & Group Level Change 25% usually ensure adoption of and innovation! How to influence each group? 5 Change the rules! 4 Prove it 3 Show them a working example 2 Mention it 1 No need Time Uptake of new idea Everett Rogers 1983 1.Innovators 2.Early adopters 3.Early majority 4.Late majority 5.’Laggards’
Rogers (1983) Reactions to change
Rogers (1983, 1995) Reactions to change 16% 16% 68%
(Lewin, 1951) Change Model Current State Future State Length of the arrow indicates the strength of the force! Securing Individual & Group Level Change Restraining Forces (Negative/Opposing) Driving Forces (Positive/Supportive) 10 8 6 4 2 0 2 4 6 8 10
Lewin (1947, 1951) – Force Field Analysis  Iles & Southerland, 2001, p. 43-44 Securing Individual & Group Level Change
[object Object],[object Object],[object Object],[object Object],(Lewin, 1951) Change Model Securing Individual & Group Level Change
[object Object],[object Object],(Lewin, 1951) Change Model Unfreezing Moving Re-freezing Securing Individual & Group Level Change
(Lewin, 1951) Change Model Strong exciting Vision, Providing Information on a Better Way of doing things – creating dissatisfaction with the current state, Identify the need for a solution – sell the benefits, model a positive outlook! Develop an incremental plan, with contingencies, design easy wins, create a safe first set, recognise the importance of education, listen to concerns empathetically, reward/reinforce small steps in the right direction! Continually reinforce new behaviours, ensure these are embedded in the artefacts of culture eg guidelines, policies, job descriptions etc., ensure clear responsibility for monitoring key processes using SPC! Securing Individual & Group Level Change Unfreezing Moving Re-freezing
(Lewin, 1951) Change Model ,[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change
(Lewin, 1951) Change Model ,[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change Towards Safe Uncertainty!!
(Lewin, 1951) Change Model ,[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change
(Lewin, 1951) Change Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change
Model of Change (Beckhard & Harris, 1987) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change
Change Equation (Beckhard & Harris, 1987)   D x V x C x F > Resistance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change
Change Equation (Beckhard & Harris, 1987)   D  x V x C x F > Resistance ,[object Object],[object Object],[object Object],[object Object],[object Object],“ The … thing … that was astounding was mapping. We all thought we knew how the system worked but none of us had a clue. Many times an hour my mouth was just falling open because I didn’t realise what a mess it was.”  Lead Clinician Cancer Services Collaborative Securing Individual & Group Level Change
Change Equation (Beckhard & Harris, 1987)   D  x V x C x F > Resistance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change
Change Equation (Beckhard & Harris, 1987)   D x  V  x C x F > Resistance ,[object Object],[object Object],[object Object],[object Object],“ One of the reasons we got involved was because we care about the way that we deliver the service to patients … we were interested in ways of trying to improve … you think, there must be a better way of doing things.”  Lead Clinician Cancer Services Collaborative Securing Individual & Group Level Change
Change Equation (Beckhard & Harris, 1987)   D x  V  x C x F > Resistance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change
Change Equation (Beckhard & Harris, 1987)   D x  V  x C x F > Resistance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change "A vision should be simple and idealistic, a picture of a desirable future, not a complex plan with quantitative objectives and detailed action steps. The vision should appeal to the values, hopes and ideals of organisation members and other stakeholders whose support is needed.  The vision should emphasis distant ideological objectives rather than immediate tangible benefits.  The vision should be challenging but realistic.  To be meaningful and credible, it should not be a wishful fantasy, but rather an attainable future about what is important for the organisation, how it should related to the environment, and how people should be treated."   (Yukl G, 1998, pp.443)
Change Equation (Beckhard & Harris, 1987)   D x V x  C x F  > Resistance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change
Change Equation (Beckhard & Harris, 1987)   D x V x C x  F  > Resistance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change
Lippitt White &  Westley  (1958), Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change
Rogers (1983) Infusion of Innovations Model   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change “ Roger’s also considers the role of the change agent as important and delineates the responsibilities of the change agent role: to develop a need for change, establish an information -exchange relationship, diagnose the problem, create an intent to change in the client, translate the intent into action, stabilise the adoption and prevent discontinuance, and achieve a terminal relationship.” (White K, 1998, p.185)
Havelock’s (1973) Model   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change These are key Leadership Roles
Havelock’s (1973) Model   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change
Comparison of Major Theories of Planned Change Stabilisation Confirmation Generalise and stabilise change; achieve terminal relationship Refreezing Evaluation Gain acceptance Implementation Transform intentions into actual change Moving /Changing /Refreezing Implementation Choose a solution Examine alternatives Moving /Changing Planning and Implementation Acquire resources Decision Establish goals and intentions for action Moving/ Changing Goal Setting Diagnose a problem Persuasion Clarify diagnosis Unfreezing Diagnosis Build a relationship Establish change relationship Unfreezing Assessment Knowledge Developing need for change Unfreezing Identification of problem Havelock (1973) Rogers (1983) Lippitt et al (1958) Lewin (1951) Nursing Process
Kotter J P, 1980, 1995 n-stage model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change
Kotter J P, 1980, 1995 n-stage model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Securing Individual & Group Level Change
Kotter & Schlesinger (1985) Methods for dealing with resistance to change?   Securing Individual & Group Level Change … /CTD Can be very time consuming if participators design and inappropriate change People who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan Where the initiators do not have all the information they need to design the change and where others have considerable power to resist Participation + Involvement Can be very time-consuming if lots of people are involved Once persuaded, people will often help with the implementation of the change Where there is a lack of information or inaccurate information and analysis Education + Communication Drawbacks Advantages Commonly used in situations Approach
Kotter & Schlesinger (1985) Methods for dealing with resistance to change?   Securing Individual & Group Level Change … /CTD Drawbacks Advantages Commonly used in situations Approach Can be too expensive in many cases if it alerts others to negotiate for compliance Sometimes it is a relatively easy way to avoid major resistance Where someone or some group will clearly lose out in a change, and where that group has considerable power to resist Negotiation + Agreement Can be time consuming, expensive and still fail No other approach works as well with adjustment problems Where people are resisting because of adjustment problems Facilitation +  Support
Kotter & Schlesinger (1985) Methods for dealing with resistance to change?   Securing Individual & Group Level Change Drawbacks Advantages Commonly used in situations Approach Can be risky if it leaves people mad at the initiators It is speedy, and can overcome any kind of resistance. Where speed is essential, and the change initiators posses considerable power Explicit +  Implicit Coercion Can lead to future problems if people feel manipulated It can be a relatively quick and inexpensive solution to resistance problems Where other tactics will not work, or are too expensive Manipulation + Cooptation
References ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
References ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
References ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
References ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Change Management2

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  • 5. Lewin (1947, 1951) – Force Field Analysis Who and What Can Change Iles & Southerland, 2001, p. 43-44
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  • 7. Stakeholder Analysis and WIFM In pairs undertake a a Force Field Analysis in relation to your proposed service improvement. One person play the role of the consultant for 10 mins and then swap roles
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  • 9. Sources and Potency of Forces (Beckhard & Harris, 1987) Who and What Can Change Iles & Southerland, 2001, p. 45 Low Medium High Potency of Forces Social Values Trade Unions Employees Legislature Owners Nature of the change Demanded:
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  • 15. Sources of Potency or Levels of Commitment! In pairs undertake an additionally stakeholder analysis which includes an analysis of sources of potency or levels of commitment! One person play the role of the consultant for 10 mins and then swap roles OPTIONAL Activity
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  • 23. Reactions to change Rogers (1983, 1995)
  • 24. Rogers (1983, 1995) Reactions to change Predictable, these people’s interest will need considerable evidence – the more vivid and directly observable the better – before they can be mobilised away from present methods and preferences. As a group, this category may be relatively risk adverse. Resistors (Laggards) Those who will follow the lead of a powerful person if they show signs of agreement and support for your ideas. The commitment is centred on political calculation. Late Majority Are those who will want to see tangible outcomes to your proposals – they will not be convinced merely by the idea or principle. Early Majority These are people who will be rapidly persuaded, especially by early success. They are likely to want to adapt your proposals to their own circumstances. Early Adopters Those who will leap with enthusiasm at your proposals they will strongly support it and will expect others to be active in pursuing them. Innovators
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  • 26. The pattern observed in 3,500 successful innovations 7 Innovation Research (Rogers, 1983, 1995) Securing Individual & Group Level Change 25% usually ensure adoption of and innovation! How to influence each group? 5 Change the rules! 4 Prove it 3 Show them a working example 2 Mention it 1 No need Time Uptake of new idea Everett Rogers 1983 1.Innovators 2.Early adopters 3.Early majority 4.Late majority 5.’Laggards’
  • 28. Rogers (1983, 1995) Reactions to change 16% 16% 68%
  • 29. (Lewin, 1951) Change Model Current State Future State Length of the arrow indicates the strength of the force! Securing Individual & Group Level Change Restraining Forces (Negative/Opposing) Driving Forces (Positive/Supportive) 10 8 6 4 2 0 2 4 6 8 10
  • 30. Lewin (1947, 1951) – Force Field Analysis Iles & Southerland, 2001, p. 43-44 Securing Individual & Group Level Change
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  • 33. (Lewin, 1951) Change Model Strong exciting Vision, Providing Information on a Better Way of doing things – creating dissatisfaction with the current state, Identify the need for a solution – sell the benefits, model a positive outlook! Develop an incremental plan, with contingencies, design easy wins, create a safe first set, recognise the importance of education, listen to concerns empathetically, reward/reinforce small steps in the right direction! Continually reinforce new behaviours, ensure these are embedded in the artefacts of culture eg guidelines, policies, job descriptions etc., ensure clear responsibility for monitoring key processes using SPC! Securing Individual & Group Level Change Unfreezing Moving Re-freezing
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  • 51. Comparison of Major Theories of Planned Change Stabilisation Confirmation Generalise and stabilise change; achieve terminal relationship Refreezing Evaluation Gain acceptance Implementation Transform intentions into actual change Moving /Changing /Refreezing Implementation Choose a solution Examine alternatives Moving /Changing Planning and Implementation Acquire resources Decision Establish goals and intentions for action Moving/ Changing Goal Setting Diagnose a problem Persuasion Clarify diagnosis Unfreezing Diagnosis Build a relationship Establish change relationship Unfreezing Assessment Knowledge Developing need for change Unfreezing Identification of problem Havelock (1973) Rogers (1983) Lippitt et al (1958) Lewin (1951) Nursing Process
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  • 54. Kotter & Schlesinger (1985) Methods for dealing with resistance to change? Securing Individual & Group Level Change … /CTD Can be very time consuming if participators design and inappropriate change People who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan Where the initiators do not have all the information they need to design the change and where others have considerable power to resist Participation + Involvement Can be very time-consuming if lots of people are involved Once persuaded, people will often help with the implementation of the change Where there is a lack of information or inaccurate information and analysis Education + Communication Drawbacks Advantages Commonly used in situations Approach
  • 55. Kotter & Schlesinger (1985) Methods for dealing with resistance to change? Securing Individual & Group Level Change … /CTD Drawbacks Advantages Commonly used in situations Approach Can be too expensive in many cases if it alerts others to negotiate for compliance Sometimes it is a relatively easy way to avoid major resistance Where someone or some group will clearly lose out in a change, and where that group has considerable power to resist Negotiation + Agreement Can be time consuming, expensive and still fail No other approach works as well with adjustment problems Where people are resisting because of adjustment problems Facilitation + Support
  • 56. Kotter & Schlesinger (1985) Methods for dealing with resistance to change? Securing Individual & Group Level Change Drawbacks Advantages Commonly used in situations Approach Can be risky if it leaves people mad at the initiators It is speedy, and can overcome any kind of resistance. Where speed is essential, and the change initiators posses considerable power Explicit + Implicit Coercion Can lead to future problems if people feel manipulated It can be a relatively quick and inexpensive solution to resistance problems Where other tactics will not work, or are too expensive Manipulation + Cooptation
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