Lecture 2 Change Flashcards
Planned change
- Change that results from a well thought-out and deliberate effort to make something happen.
- The deliberate application of knowledge and skills by a leader to bring about a change.
Change by drift
Unplanned or accidental change.
Change agent
- A person skilled in the theory and implementation of planned change.
- The ability of this person (i.e., the behavior of the manager) is often the determining factor in whether a change will be successful.
Regardless of the type of change, all major change brings feelings of _
Achievement, pride, loss, and stress.
3 good reasons for change
- Change to solve some problem.
- Change to make work procedures more efficient.
- Change to reduce unnecessary workload.
Lewin’s 4 rules for implementing change (1951)
- Change should only be implemented for good reason.
- Change should always be gradual.
- All change should be planned, and not sporadic or sudden.
- All individuals who may be affected by the change should be involved in planning for the change.
Lewin’s 3 phases of planned change (1951)
- Unfreezing.
- Movement.
- Refreezing.
Unfreezing
When the change agent convinces members of the group to change. (If a nurse is told or ordered to do something, this is not really unfreezing.)
Movement
When the change agent identifies, plans, and implements appropriate strategies, ensuring that driving forces exceed restraining forces.
Refreezing
When the change agent assists in stabilizing the change so that it becomes integrated into the status quo. If refreezing is incomplete, the change will be ineffective.
Change should never be attempted unless the _ can make a commitment to be available until the change is complete.
Change agent.
Driving forces
Forces that propel a system toward the change.
Restraining forces
Forces that divert a system from change.
A change needs at least _ before it will be accepted as part of the system (refreezing phase).
3 to 6 months.
Most 21st century health care organizations find themselves undergoing continual change directed at _
- Organizational restructuring.
- Quality improvement.
- Employee retention.
Management functions related to change
- Forecasting.
- Recognizing the need for change.
- Periodically assessing for signs of organizational aging and planning renewal strategies.
_ is the natural and expected response to change.
Resistance.
Individuals’ resistance to change typically depends on _
- Their flexibility to change.
- Their evaluation of the immediate situation.
- The anticipated consequences of the change.
- Their perceptions of what they have to lose and gain.
Resistance can be counteracted by _
Encouraging subordinates to speak openly so that options can be identified to overcome objections.
Perhaps the greatest factor contributing to the resistance encountered with change is a _ between the employee and the manager or the employee and the organization.
Lack of trust.
Chaos theory
- Postulates that while change appears to be random, there is actually an underlying order.
- Even small changes in conditions can drastically alter a system’s long-term behavior (the butterfly effect).
For a change to become part of the organization, staff must _
Internalize the change - understand how the change is related to the outcomes.
Complex adaptive systems (CAS) theory
Change theory suggesting that the relationship between elements and agents within any system is nonlinear and that these elements are the key players in changing settings or outcomes.
_ changes encounter less resistance than changes that are perceived as social or that are contrary to established customs or norms.
Technological.
Historically, many of the changes that have occurred in nursing or have affected the profession are the results of _
Change by drift.
