Exam 2 change Flashcards
Type of change
Personal change
voluntary(willing) change with the goal of self-improvement
you making the choice of making nursing your profession
Type of change
Professional change
deliberate change with the goal of improving professional ability/status
Examples:
You making the decision to go back to school and further your education
Getting critical care certification
Type of change
Organizational change
Mandated change with the goal of improving the oganization’s efficiency
Unfreezing
Believe to need to change
Guilt, anxiety, or concern can be elicited(obtain)
leader must identify clear priorities and a clear plan/purpose
What are we going to do in this stage?
Unthaw the current or old way of doing something
Disrupt old status quo(existing condition)
Gather data
Accurately diagnose problem
Decide if change needed
Make others aware of the need for change
Which would be a normal and expected behavioral response during the unfreezing phase of change?
A) Anger
B) Withdrawal and acceptance
C) Open acceptance
D) Active collaboration
Ans: A
Feedback:
During the unfreezing stage, people become discontented, and even angry, with the
status quo.(circumstances existing condition)
Ironically, they may also become angry that change is needed, because of the resistance that is a normal and expected part of the change process.
Which activity associated with the unfreezing state of change will have the greatest impact on the success of the movement stage of the change process?
A) Accurate identification of the problem requiring change
B) Effective information gathering concerning the problem
C) Key personnel voicing their opinions regarding the need for change
D) The need for change is perceived by all those affected by the problem
Ans: D
Feedback:
The change agent should not proceed to the movement stage until the status quo has been disrupted and the need for change is perceived by the others.
While the other options will affect the process, perception of the need to change by all affected by the change is the most impactful of the options provided.
Moving to a New Level of Behavior
Changing stage
Intervention or change is introduced, explained & implemented
What are we doing in this stage?
Develop plan
Implementing new status quo
Change must take gradually (3-6ms)
Identify support and resistance
Develop strategies, implement change
Evaluate change, modify if necessary
Which activity is associated with the movement stage of the development of a plan?
A) Gather data
B) Accurately diagnose the problem
C) Decide if change is needed
D) Develop a plan
Ans: D
Feedback:
A responsibility of the movement stage is to develop a plan.
Ufreezing stage are as follows: Gather data, accurately diagnose the problem, and decide if change is needed.
Refreezing
What are we doing in this stage?
When does acceptance occur?
How can you help with acceptance of the change?
change integrated into status quo
Form to routine and habits
Acceptance occurs when staff integrate change into work processes
Reinforce behavior essential
Support others so change remains
Which statement is true concerning the refreezing phase of the change process? SATA
A) The focus of this phase is to integrate the change into the status quo
B) Stabilization of change requires a 6- to 9-month period of time
C) If refreezing is incomplete, prechange behavior will be resumed
D) The change agent must remain involved until the refreeze stage is complete
Ans: A, C, D
Feedback:
During the refreezing phase, the change agent assists in stabilizing the system change so
that it becomes integrated into the status quo.
If refreezing is incomplete, the change will be ineffective and the prechange behaviors will be resumed.
For refreezing to occur, the change agent must be supportive and reinforce the individual adaptive efforts of those affected by the change.
Because change needs at least 3 to 6 months before it will be accepted as part of the system, the change agent must be sure that he or she will
remain involved until the change is completed. The successfulness of the refreezing
stage is dependent about the acceptance of change by all staff.
What is important to identify in this model?
Identify barriers
Restraining forces: elements that hinder the change
Identify facilitators/driving forces
Driving forces: elements that support the change
Effective change = driving forces > restraining forces
Lippit’s phase of change
What did lippitt do?
What is his theory?
7 steps theory
focues more on the role and responsibility
key perspnnel and change agent partcipate in desinging, planning change
Communication essential
Havelock’s 6-step change model
Emphasizes planning stage
EXTREMELY CLOSE ATTENTION TO THE PROCESS OF MOVING!
Resistance to change can be overcome with careful planning & staff inclusion
Roger’s diffusion of innovations theory
the passage of a new idea through stages of adoption by different people who participate
-innovation
-communication channels
-time required
-social system
Chaos theory
(butterfly effect)
based on the chaos
small differences can be drastically
leaders can act quickly+ flexible
Chaos theory requires finding underlying order in apparent random data.
Learning organization theory
continuous learning
Organizations respond to changes using learning approach
Quick response to chaos
Focus on communication, education, and cooperation among all parts of organization
Driving forces/E
make you want to change
Examples:
Complete staff turnover
Need new solution; old not working
to get a pay raise
Restraining forces/E
decrease the driving force
Examples:
conformity to norms(usual) 規範への適合
unwillingness to take risks
fear of the unknown
THE CHANGE PROCESS
Assessment
Identify the problem for change
Collect and analyze data
➢ Structural
➢ Technological
➢ People
PLANNING
Identify the who, how, and when of change
Identify the target date
Goals and outcomes clearly determined and stated in measurable terms
IMPLEMENTATION
Plan goes live
Provide information
Competency-based education
The benefits stated as positive outcomes actually begin to materialize
EVALUATION
The effectiveness of the change is evaluated according to the outcomes identified
during the planning and implementation steps
The most overlooked step (it is a very reflective time for leadership)
Factors affecting
Resistance to change
Trust
The ability to cope with change
Evaluation of the immediate situation (ongoing)
Anticipated consequences of change
Individual’s stake in the change process
The change agent
Who are they?
What do they do?
➢ Most likely a colleague NOT a boss
Manages the process and group dynamics
Understands the feelings of the group
Maintains vision of change
Communicates change, progress, and feelings
Change agents have to be?
Knowledgeable about the organization
Trustworthy
Respected
Intuitive (they can sense what others are feeling)
➢ what often differentiates a successful change effort from an unsuccessful one is the
ability of the change agent
a) Innovator?
b) Early adopter?
c) Early majority Enjoy and
d) Late majority
e) Laggard
a) enjoys the challenge
often leads change
b) receptive, but not obsessed with change
c) prefer the status quo, but do not want to be left behind
d) Followers, but they are often skeptical
e) Last group to adopt change, they prefer tradition
TYPES OF CHANGE STRUCTURES
Power-coercive
“do it or get out”; force used to change the behavior
Based on power, authority, control
Little effort for employee participation
Resistance expected but not important to authorities
Normative-reducative
Focuses on the relationship needs of workers, peer pressure
➢ This is where the learning organization takes place
▪ Assumes employees are interested in preserving relationships
▪ Assumes people respond to social norms & values
Rational-emporical
People are rational & use knowledge to embrace change
Used when little resistance is expected
Change will result from giving information by using current data to support the change.
What is conflict?
Disaggrement
An important part of change management
Conflict is not bad; it is actually healthy
➢ Allows for healthy discussion of differences
The larger the group, the greater the chance of conflict to occur
Why does conflict occurs?
a) most common cause?
b) 2nd?
c) otheres?
a) Differences in goals
b) Differences in values
Will you work for planned parenthood or will you not based on your values?
c) Allocation/availability of resources
Personality differences
-Some people just desire to create conflict
Internal/external pressures
Cultural differences
Competition
Miscommunication
Types of Conflict
a) Intrapersonal
b) Interpersonal
c) Organizational/Intergrou
a) Within the individual/(within yourself)
b) Between 2 people/groups
c) differences between departments
Identifies areas of improvement
Conflict resolution
Avoiding/ignore
Could be conscious or unconscious
Most useful when a cool down period is needed regarding the issue
Problems
-conflict remains, often only to
reemerge later in an even more exaggerated fashion.
Conflict resolution
Accommodating
Helpful
Cooperate; one side gives in
Loose or win
Low stakes, need to move forward
one party sacrifices his or her beliefs and allows the other party to win.
The actual problem is usually not solved in this win–lose
Competing
Uncooperative
-I get what I want, but you don’t get what you want
typically leave the loser angry, frustrated
Managers may use competing when a quick or unpopular decision needs to be made.
It is also appropriately used when one party has more information or knowledge about a situation than the other.
Collaborating
Both sides work together for optimal/best solution/ outcome; requires a commitment to success
Win-win– important goals for both/all parties accomplished
Can be time-consuming approach… but worth it!
is the best method to resolve conflict to achieve long-term benefits.
Smoothing
Is more of a placating strategy (trying to make someone less angry)
Managers often use smoothing to get someone to accommodate or cooperate with another party.
Although it may be appropriate for minor disagreements, smoothing rarely results in
resolution of the actual conflict
a) Compromising
b) Comforting
a) Each side gives up something & gains something
both parties must be willing to give up something of equal value.
b) Immediate & obvious move to stop conflict
Powerful
Negotiating
Some wins, some losses
equires highly developed skills & careful communication
Can not return to the conflict
✓ union contract, change in policy
