Change and Conflict Flashcards
What reasons make it so change is needed?
Problems Exist
Reports were Filed
There are Inaccuracies, Complains, Something is not Working
Fiscal Issues
There is a new idea, process, innovation, or vision
Community and Global Threats
Quality control
Leadership Demands
Who are the 2 types of people involved in change
Change Agent
Stakeholder
Change Agent
the person who initiates change within a group
in nursing this is the person who understands and implements the required change process
Stakeholder
People involved and interested in the change process
In nursing these are the ones involved in the change and those who the change affects most
Examples of Change Agents
Leaders
Managers
Executive Officers
(Those pushing the change)
Examples of Stakeholders
Staff
Nurses
Secretaries
Etc
Change Theory
Kurt Lewin
ID’ed 3 phases through which the change agent must proceed before a planned change becomes part of the system
Driving and restraining forces are also emphasized
What are the 3 phases of change theory
Unfreezing
Movement (Change)
Refreezing
Unfreezing Phase
Change theory
This is the phase that occurs when the change agent convinces members of the group to change or when guilt, anxiety or concern is elicited
Phase 1
What things happen during unfreezing
It is determined what needs to change
Strong leadership support is ensured to make the change happen
There is a need created for the change
Doubts and concerns are managed and understood
The change agent is setting up for the next phase
Movement/Change Phase
2nd change theory phase
When the change agent will identify, plan, implement appropriate strategies and ensure driving forces exceed restraining forces
Stakeholders get more involved here to make the change happen
the working phase
What things happen during the movement/change phase
communication occurs
stakeholders get involved implementing the change
rumors are dispelled about the change
action is empowered
people are involved in the process
vision is emphasized
Refreezing Phase
3rd phase of change theory
the change agent assists in stabilizing the system change so that it becomes integrated as part of the status quo
takes 3-6 months before a change can be accepted as part of the system permanently
What things happen during the refreezing phase
The changes are anchored into the culture
Ways are developed to sustain the change
Training and support is provided
success is celebrated
Driving Forces
forces that facilitates us to reach the goal of change
Examples of Driving Forces
Mandates, Legal, laws, Rules
Fiscal things
Resource allocation
promotion and recognition
social gain
personal goals
support and family
Restraining Forces
Barriers that keep us from reaching the goal of change
Examples of Restraining Forces
Lack of resources, data, knowledge
Fear of liability
Intrapersonal Conflicts
Interpersonal/group conflicts
SCM (5 Steps of Change Model)
a more modern take on change theory
involved 5 stages to bring about change
What are the 5 stages of SCM
- Precontemplation (no current intention to change)
- Contemplation (individual considers making a change)
- Preparation (There is intent to make a change in the near future) - like the unfreezing phase
- Action (Individual modifies his/her behavior to make a change) - Like the movement phase
- Maintenance (change is maintained and relapse is avoided) - like the refreezing change
3 Classic Strategies to Bring About Successful Change
Rational empirical Strategy
Normative Re-educative strategy
Power Coercive Strategy
Rational-Empirical Strategy
Change strategy
EBP, what does the literature say, support the evidence
Ex: Hourly Rounding, bed Side Report
This strategy assumes resistance to change comes from a lack of knowledge and that humans are rational and will change when given information documenting a need for change
Normative Re-Educative Strategy
Change strategy
Developing relationships, builds confidence and peer support, change agent more of a team player, change due to social norms, being part of a group
ex: Uniforms, 12 hour shifts
Group norms and peer pressure to socialize and influence people so that change will occur - assumes people are social and influenced more by others than fact (and change agent doesnt need a power base to do this change)
Power Coercive Strategy
Change strategy
Authority, legal changes, new laws and policies, must accept it or leave
ex: CMS enacted policy changes for reimbursement - DVT, post op infections, pressure injuries, state mandated changes; Covid vaccines
Application of power by legitimate authority, economic sanctions, or the political clout of the change agent - these include influencing the enactment of new laws and using group power for strikes and sit ins
What are some reasons we resist change
complacency
fear of the unknown
too comfortable and habits
loss of control
poor timing
workload already too much
the change being a surprise
threats to current job or process
How do we go about making changes easier
Help them see the vision / See the vision
capture the purpose of the change
strategize for improvement
empower people
positive feedback
build trust/relationships
communication
Level of change resistance depends largely on what 2 things
Whether a change is mandated
If the change is seen as proactive
Jobs for the Leader Manager Role During Change
(Must be able to do change themselves and help others implement the change)
Role Model
Use of good communication
Staying positive
Supporting the organization
Understanding emotional intelligence - need to know peoples emotional needs to move forward
Believing in the change
Seeing the bigger picture
Fiscal Responsibilities
Flexibility
Professional Growth
Complex Adaptive Systems Change Theory (CAS)
An outgrowth of complexity theory in science
Suggests that the relationship between elements and agents within any system is nonlinear and that these elements are constantly in play to change the environment or outcome
Nothing is predetermined and everything is emergent - so things that are hidden or unanticipated in the system make linear thinking almost impossible
Main Features of CAS
Change is done through connections among change agents not top down
There should be adaptation to uncertainty instead of trying to predict later stages of development
Goals plans and structures emerge over time
Systems have self similarity thus making top down not needed to be successful in change
Chaos Theory
Change theory suggesting that even small changes in conditions can drastically alter a systems long term behavior (Butterfly effect)
It is about finding the underlying order in apparently random data
For example: When looking at a change that failed do not focus on aftermath but rather the variable that caused that outcome to make sense of the random data
Conflict
the internal or external discord that results from differences in ideas, values, or feelings within yourself or between two or more people
can be internal, external, expected, unexpected
Contradictory to thought, conflict is needed for change - what happens if you have too much or too little
too little - organizational stasis
too much - reduced organizational effectiveness with eventual immobilization of employees
Intrapersonal Conflict
Conflict occurring from within oneself
involves an internal struggle to clarify contradictory values or wants
Interpersonal Conflict
Conflict from person to person
Happens between 2 or more people with differing values, goals, and beliefs
Intergroup conflict
Occurs within a group
2 or more groups of people, departments, or organizations.
The 5 Stages of The Conflict Process
- Latent Conflict
- Perceived Conflict
- Felt Conflict
- Manifest conflict
- Conflict Resolution and Aftermath
Latent Conflict
first phase in conflict process
there is a potential for conflict
could be stopped before conflict starts
Perceived Conflict
second phase of the conflict process
this is when conflict is identified and involves it being intellectualized and involving issues and roles
a conflict is identified - could be stopped
Felt Conflict
third phase of the conflict process
feelings - conflict is emotionalized
includes hostility, fear, mistrust, anger
can feel or perceive a conflict without the other
Manifest (Overt) Conflict
fourth phase of conflict process
action phase - working through it
Conflict Aftermath and Resolution
5th phase of conflict process
solving the conflict and the consequences it brings
can be positive or negative
Is the process of conflict linear?
Somewhat
It branches in that you can perceive (recognize conflict) and feel (emotionalize conflict) in order or you could have one or the other but both lead back to the conflict manifesting
Compromising
conflict resolution strategy
Each party gives up something they want equally
Lose-Lose (both will perceive they gave up more than the other)
Competing
conflict resolution strategy
Challenging the other party - when one party pursues what it wants at the expense of the others (zero sum game)
Win-Lose
Cooperating/Accommodating
conflict resolution strategy
opposite of competing
not collaboration
one group gives up to satisfy the other - win-lose
Smoothing
conflict resolution strategy
one party pacifies the other, focuses on positives
temporary win win
Avoiding
conflict resolution strategy
issue is not addressed despite being known
lose-lose
Collaborating
Assertive and cooperative means of conflict resolution that results in a win-win
All parties set aside their original goals and work together to establish a supraordinate or priority common goal
work together
Negotiation
conflict resolutions trategy
like collaboration, cooperation, helps develop relationships
- watch for hidden agendas
win win
is like collaboration but in poor form looks like competing
Ways to Manage Conflict
Confrontation
3rd Party Consultation
Behavior Change
Responsibility Charting
Soothing one party
Structure Change
Alternative Dispute Resolution
Seeking Consensus
Confrontation
asking those involved to deal with the problem
3rd Party Consultation
using outside source to manage conflict
Behavior Change
For serious cases of dysfunctional conflict
Developing ones self awareness and behavior change in the involved parties
Responsibility Charting
Clarification of duties when things are ambiguous - to manage conflict
Structure Change
movement of staff or people (transfer or discharge)
Alternative Dispute Resolution
Making an alternative resolution before legal ramifications develop
Seeking Consensus
Negotiation for conflict management – find it from others involved as well
Soothing one party
temporary conflict management
when emotions are high or there is crisis conflict
Filley
determined that there are 3 ways to handle conflict - win win, win lose, or lose lose
Karl Marx’s Social Conflict Theory
Society is in a perpetual state of conflict because of competition for limited resources
Social order is maintained by domination and power rather than by consensus and conformity
General Conflict Theory
A theory that emphasizes the role of coercion, conflict, and power in society and that social inequality will inevitably occur because of differing interests and values between groups, particularly the competition for scarce resources
ex: Poverty, Deviance and Crime
Like social conflict theory basically
Dual Concern theory
Posits the most effective negotiation strategy and best outcomes occur when the negotiators care about both their own outcomes but also the outcomes of the other party
Theory of Cooperation and Competition
The idea of GOAL INTERDEPENDENCE
Parties goals can be negatively interdependent - one’s success correlates to the other parties failure leading to win lose competitive relationships ; OR ; Parties goals can be positively interdependent - success correlates with success or failure with failure leading to situations of cooperative relationships for win win orientations
Patience
capacity to accept or tolerate delay, trouble, suffering without getting angry, fearful, upset
Allows you to endure difficult circumstances
