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NURS 4550 > Class 3 - change > Flashcards

Class 3 - change Flashcards

1
Q

Define Change, according to Hoffart

A

transition process from an old state to a new state or to give a different position, course or direction

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2
Q

How is ‘change’ linked to leadership

A
  • essential criteria for leadership
  • leaders guide the change process
  • leaders can inspire group towards change
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3
Q

what are characteristics of change?

A

from an old state to a new state
- natural social process
- involves individuals, groups, organizations, and society
- constant and accelerates at various rates
- inevitable and unpredictable
- complexity varies from high to low

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4
Q

what are two types of change theories?

A
  • linear (planned) change
  • non-linear (complex) change
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5
Q

What are the linear change models?

A
  • Lewin, Force field model of change (3 steps)
  • Lippitt et al, Watson, and Westley (7 steps)
  • Havelock
  • Kotter (8 steps)
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6
Q

Lewin Model description

A
  • behaviour in an organization is a balance between two forces
  • driving forces facilitate change (ex. incentives)
  • restraining forces impede change
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7
Q

Lewin, what are the 3 steps of the change process

A

unfreeze, change, refreeze

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8
Q

Lewin 3 Step, break down

A
  • unfreeze: aware of need for change, increase facilitators & decrease barriers
  • change: implement new way, period of uncertainty
  • refreeze: new way is adopted (the new normal)
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9
Q

Lewin, unfreeze step

A
  • Where you have to communicate why this change is necessary
  • Ensure everyone who will be affected by the change knows
  • Make sure to deal with people’s doubts and concerns
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10
Q

Lewin, change step

A
  • Where people get use to the idea that things will be different
  • Keep communicating how the change will benefit the people involved so they continue to support it
  • The change itself doesn’t happen overnight, so give people time to adjust
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11
Q

Lewin, refreeze step

A
  • The change is set in place and becomes part of your organization’s culture
  • Make sure people of the training an support they need to stay on the right track
  • Regularly check that the change has happened, and that people are using the new processes that you’ve implemented
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12
Q

Lewin Model, what are ‘facilitators’ of change

A
  • opinion leaders endorse the change
  • change improves work life
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13
Q

Lew Model, what are ‘barriers’ of change

A
  • lack of resources
  • change makes work more difficult
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14
Q

Lippitt et al Model, what does it emphasize?

A

communication & problem solving

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15
Q

How is Lippitt et al related to Lewin’s model?

A
  • unfreeze: phase 1-2
  • change: phase 3-5
  • refreeze: 6-7
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16
Q

what are the 7 phases of the Lippitt et al model

A
  • 1, diagnose the problem
  • 2, assess motivation & capacity for change
  • 3, diagnosing the client’s system’s problem
  • 4, establishing alternative routes
  • 5, transforming intentions into actual efforts
  • 6, stabilising change
  • 7, terminal relationship
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17
Q

How is Havelock’s model related to Lewin’s model

A

It represents an expanded version of the Lewin model

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18
Q

Havelock’s Model, what does it emphasize?

A

relationship building

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19
Q

What are the 6 phases of Havelock’s model

A
  • 1, building a relationship
  • 2, diagnosing the problem
  • 3, acquire resources for change
  • 4, selecting a pathway for the solution
  • 5, establish and accept change
  • 6, maintenance and separation
20
Q

Describe the use of Kotter’s Model

A
  • create a sense of urgency
  • form a coalition of informal leaders
  • communicate the vision
  • empower others to act on the vision
  • celebrate accomplishments
  • incorporate the change into the culture
21
Q

What are the theories of for non-linear change?

A
  • chaos theory
  • Senge, learning organization theory
22
Q

What is the idea behind the Chaos theory

A

small change in one area can cause a large, unexpected change elsewhere

23
Q

What is needed in Organizations within the Chaos theory?

A

Large organizations are never stable. they need:
- effective leadership
- a guiding vision
- strong organizational beliefs
- open communication

24
Q

What is the idea behind the Learning Organization theory

A

organizations & their employees that constantly learn from everything they do

25
Q

Learning Organization theory, What are the 5 components that support innovation

A
  • systems thinking
  • personal mastery
  • mental models
  • shared vision
  • team learning
26
Q

Change strategies, what is rational-empirical?

A
  • assumes resistance is due to a lack of knowledge
  • see data, stats, and research to encourage change
  • science + evidence (proof + validate)
27
Q

Change strategies, what is normative-re-educative?

A

using peer pressure and group norms to influence change

28
Q

Change strategies, what is power-coercive?

A

uses legitimate authority, economic sanctions, political clout, like it or leave

29
Q

Relation to resistance to change

A

considered natural and expected

30
Q

Individual’s resistance typically depends on what?

A
  • flexibility to change
  • evaluation of immediate situation
  • anticipated consequences of the change
  • what they have to lose/again
31
Q

Why is it important to assess change readiness? why does it matter?

A
  • you will encounter change as a employee
  • you will have to lead change at some point
  • recognize traits in others (adapt strategy)
32
Q

what are the different responses to change, in Rogers?

A
  • Innovators
  • Early adaptors
  • Early majority
  • Late majority
  • Laggards
  • Rejectors
33
Q

What are the step processes for the Rogers theory

A
  • knowledge
  • persuasion
  • decision
  • implementation
  • confirmation
34
Q

Rogers, response to change, innovators

A
  • love change
  • thrive on change, which may be disruptive to the unit stability
35
Q

Rogers, response to change, early adopter

A
  • less radical
  • receptive to change
  • are respected by their peers and thus are sought out for advice and information about innovations and changes
36
Q

Rogers, response to change, early majority

A

refers to status quo, but eventually accepts change

37
Q

Rogers, response to change, late majority

A

openly negative/resistive and agree to the change only after most others have accepted the change

38
Q

Rogers, response to change, laggards

A
  • dislike change
  • prefer keeping traditions and openly express their resistance to new ideas
39
Q

Rogers, response to change, rejector

A
  • reject change actively
  • even use sabotage, which can interfere with the overall success of a change process
40
Q

What does Rogers adoption/innovation curve look like?

A
  • Innovators - 2.5%
  • early adopters - 13.5%
  • early majority - 34%
  • late majority - 34%
  • laggards 16%
41
Q

Define change management

A

the process, tools and techniques to manage the people side of change to achieve a required outcome

42
Q

define change agent

A

someone who promotes and enables change to happen within any group or organization

43
Q

What are characteristics of effective change agents

A
  • leadership & communication skills
  • observation skills
  • know how groups work
  • understand political issues
  • trustworthy
  • establish positive relationships
  • understand the change process
  • appropriate timing and flexibility
  • regular updates: repeat key words, meetings and timelines
44
Q

What are the responsibilities of leaders within the context of change?

A
  • use change theory
  • support staff during times of difficult transitions
  • recognize your own reaction to change
  • adapt leadership style to situational needs
45
Q

What are tips in leading changes?

A
  • create a group of outcome/goal scenarios
  • assume the role of continuous learner
  • create a detailed plan and adhere to it
  • build flexibility and ambiguity into the plan
46
Q

What are ways to be an effective participant in change, according to Ellis & Hartley

A
  • actively participate and offer suggestions
  • express concerns
  • be patient with setbacks and seek support
  • establish positive relationships
47
Q

Define change fatigue

A

occurs when key leaders and staff get tired of new initiative and the way they are implemented

NURS 4550 (13 decks)

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