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LABORATORY MANAGEMENT > Management of Change > Flashcards

Management of Change Flashcards

1
Q

a transformation of a process, culture, or people into an alternate form

A

Change

  • inevitable; continuous development is imperative
      • encourage innovative changes
      • promote beneficial modifications
  • change with improvements will make the lab:
      • a better place to work
      • enhance quality
      • improve patient outcomes
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2
Q

T/F:

change is both a challenge & an opportunity

A

TRUE

- change is needed to cut costs, provide competitive services, and decrease excess & unnecessary lab testing

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3
Q

T/F:

resistance is not present in change

A

FALSE

  • RESISTANCE IS ALSO INEVITABLE
      • many personnel/staff still fear change
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4
Q

a manager of chief is expected to..

A
  • drive & implement change
  • be flexible in his/her management approach
  • encourage & guide the staff towards making changes
  • also learn the power of persuasion
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5
Q

planned change vs. unplanned change

A

a. PLANNED change
- “anticipated change”
- changes already studied & examined to ensure successful outcome
- ex:
- - transferring lab locations
- - remodeling, renovating
- - installing automation

b. UNPLANNED change
- changes not anticipated
- ex:
- - COVID-19

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6
Q

levels of change

A

a. evolutionary
b. opportunity
c. emergent

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7
Q

change that happens over time

A

Evolutionary change

  • a gradual anticipation/responsiveness to change
  • can be PLANNED OR UNPLANNED
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8
Q

change that results as an opportunity arises

A

Opportunity changes

  • can be PLANNED OR UNPLANNED
  • ex:
      • improvement in equipment
      • newly acquired skill sets of individuals
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9
Q

change made when a pressing or important issue dictates immediate action

A

Emergent change

- usu. UNPLANNED

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10
Q

types of change

A

a. transactional
b. transitional
c. transformational

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11
Q

developmental change

A

Transactional change

  • the MOST COMMON TYPE of change
  • a continuous process
  • based on the IMPROVEMENT OF AN EXISTING skill, method, performance standard, or condition
      • a lab makes improvement to stay competitive
      • implementing additional training to improve a process
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12
Q

T/F:

transactional change encounters little to no resistance

A

TRUE

- most changes/improvements are logical adjustments

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13
Q

project implementation

A

Transitional change

  • REPLACES PROCESS OR PROCEDURES with new concepts & procedures
      • efficiency is increased
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14
Q

the most complicated & most difficult type of change to achieve

A

Transformational change

  • a SHIFT IN THE ENTIRE BUSINESS CULTURE of the organization
      • resulting from a change in strategy & results over a period of time
  • involves the human side of change
  • encounters the MOST RESISTANCE
  • total transformation of the work culture
  • different way of thinking
  • a change in culture

*ex: incorporation of a new college program; changing the org. structure; implementation of new rules

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15
Q

stimuli of change

A
  • movement
  • route
  • advancement
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16
Q

sources of change

A

a. knowledge base
- broad advances in the arts & sciences; specific tech of lab instrumentation/methodology

b. scope of management
- duties & responsibilities
- application of specialized business skills & concepts to non-profit & social orgs

c. issues & problems
- facing managers, society, and individuals as their needs & desires progress into the future

d. environment
- physical resources depleted; must be renewed

e. increasing rate of change in all areas
- and resulting decrease in response time
- - for the manager to make & implement needed adjustments

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17
Q

factors affecting successful change

A

a. knowledge
- individual’s understanding of the mission or strategy of the change

b. skill
- person’s job specification
- selection criteria
- performance review
- training needs

c. motivation/attitude
- significant role
- employee ensures that the task is accomplished on time with high quality, reliability of results

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18
Q

the process in which people react to change

A

Personal Change Curve

  1. denial
  2. resistance
  3. exploration
  4. commitment
  • employees may not always move in order
  • some move back the curve; some get stuck in a particular phase
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19
Q

identify personal change phase:

employees ignore or do not respond the awareness of change

A

Denial

  • it does not sink in right away that change is occurring
  • employees are in withdrawal
      • tend to focus on the past
      • avoid the topic (change) as much as possible

*productivity & morale = decreases

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20
Q

identify personal change phase:

often due to the employees being fearful of the unknown

A

Resistance

  • strong feelings about the change emerge
      • anger
      • blame
      • depression
      • anxiety
      • uncertainty
      • frustration
      • self-doubt
  • the longer employees stay in denial & resistance, the harder & more painful the changes will be
      • as manager, allow time for mourning/recovery

*productivity & morale = low

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21
Q

identify personal change phase:

staff takes on change as a new adventure & a new opportunity

A

Exploration

  • “moving on stage”; embracing possibilities
  • staff acknowledges the change & accepts that it is necessary
      • staff is concerned about the details & new ideas
  • some staff may still be confused & have lack of focus along the way BUT ARE OPTIMISTIC

*productivity & morale = low but increases with time

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22
Q

identify personal change phase:

fully embracing the change & accepting it as the new normal

A

Commitment

  • staff acknowledges the change as the norm
  • staff is motivated & capable of achieving success
  • the whole lab is set on new goals & plans how to reach these
  • staff is:
      • cooperative
      • focused
      • feel confident & in control

*productivity & morale = high, constant over time

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23
Q

effect of too little change

A
  • stagnation
  • ineffective
  • not developing & growing
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24
Q

effect of too much unmanaged change

A
  • confusion

- chaos

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25
Q

the person initiating the change effort

A

Change agent

  • in order to counteract the effect of change
  • role of the manager
26
Q

the target of the change agent’s intervention effort

A

Client system

- the entity/individual/unit that may need or desire a change

27
Q

this helps the manager gain perspective on conflicts & achieve objectivity

A

viewing the design of
a change strategy in a consultant-to-client relationship

  • managers serve as the representatives of the owners & employees
  • manager is responsible for adjusting to & initiating change
  • managers should be active neutral
28
Q

laboratory change roles

A

a. laboratory manager
b. technical supervisor
c. general staff

29
Q

the change agent who leads the change

A

Laboratory manager
- lead, cultivate the vision, inspire, motivate the whole staff to making, overcoming, accepting, committing, and practicing the change

30
Q

the implementer of change who enforces the process & fulfill the expectations of the laboratory manager

A

Technical supervisor

  • manages mistakes as they occur & realign steps to ensure success
  • makes expectations clear & communicates effectively with open communication
  • (in PH big hospitals) task is on the QA on MT procedures, supervise the stocks, or troubleshoot problems
  • also provides mentorship & guides the staff
      • some resort to fear –> not good
31
Q

they must change the process while maintaining the quality of the present method

A

General staff

  • has the toughest job of all
  • all decisions from the higher-ups will be passed on to them & implemented
  • usu. the front-liners, those that cater to the patients
  • endure the following:
      • brunt of anxiety & stress
      • burden of altering the process
      • the confusion of the execution
32
Q

nature of change

A
  1. lab at its steady (frozen) state
  2. thawing
    - change exerts pressure on the org’s tendency towards stasis (stimulus)
    - diagnosis/analysis on how to prevent the change from further thawing out the steady state
  3. regeneration
    - intervention & implementation of change strategy
  4. new plateau of achievement
    - back to steady state
33
Q

sources of the forces of change

A

a. internal forces

b. external forces

34
Q

seeks to guide the overall progress of the organization towards specific goals

A

Management

  • cultivates the vision
  • manager’s goals:
      • to protect the lab from devastation
      • to unite all MTs within the section
35
Q

focuses on identifying needed modifications & developing a strategy for adjustment

A

Change process

36
Q

stages of the management of change process

A
  1. diagnosis of the problem
  2. strategy development
  3. implementation of the plan
  4. follow-up
37
Q

diagnosing & analyzing the need for change

A

Diagnosis

  • involves the following:
      • management planning function
      • decision-making skills
  • internal or external changes
  • conducting a systematic investigation to identify exactly what kind of change needs to be pursued
38
Q

internal change vs. external change

A

a. internal change
- need for change may be evident from the QC process to complaints from physicians, patients, or staff
- ex: delayed TAT

b. external change
- need for change develops from diverse external sources
- ex: info received from seminars, literature reviews, colleagues from other labs, etc.

39
Q

designing a change strategy to execute the change effectively

A

Strategy development

  • involves the following:
      • situational changes
      • organizational development
  • a manager must use a strategy that could result to the least resistance for change to happen smoothly
40
Q

primary means of intervention

A

“Change strategies”

a. tools of persuasion
- participatory & involvement strategy
- manager informs staff of the problem; asks for advice/recommendations on how to solve the problem

b. tools of control
- informed strategy
- manager decides everything

41
Q

tools for intervention used in change strategies

A
  • participatory strategy of education
  • discussion
  • fact presentation
  • explicit orders
42
Q

the tools that the manager selects are determined by the following:

A
  • the manager’s leadership style
  • implementation route
  • particular circumstances
43
Q

leadership style that centers on providing information about any impending change

A

Participatory leadership style

  • info on the impending change at the very 1st stage of the decision-making process is provided
  • solicits the advice of those who will be affected
44
Q

implementation of the plan/change

A
  • avenues through which to implement the change:
      • job functions
      • organizational structure
      • people changes
45
Q

change of tasks due to revision of policies & procedures or the introduction of new technology

A

Job functions

  • most frequent method for introducing change
      • the redesign of responsibilities is an ongoing process
      • almost all changes involve modification in jobs
  • the increasing space of specialization & technology will change –> excellent intervention point for the manager
46
Q

changing the bureaucracy by reorganizing the management hierarchy

A

Organizational structure

  • a popular strategy for big corps & top admins
  • at the dept. level structural changes are introduced through changes in supervisory & management styles
47
Q

reasons for reorganization

A
  • streamlined decision-making
  • eliminating middle-management waste
  • cost cuts & reduction of overhead
  • downsizing
48
Q

a move to a more participatory decision-making style includes changes in the following aspects:

A
  • delegation of authority
  • span of supervisory control
  • coordination
  • communication of channels
49
Q

implementing change through replacement or changing the attitude/behavior of the current staff

A

People

  • possible mistakes revolve around the following:
      • selection
      • compatibility
      • orientation
      • learning adjustment time
      • recruitment expenses
  • current staff may feel rejected, resentful, disappointed when the change is implemented on them
  • major part of any ongoing management plan: development of new leaders from the existing staff
  • advantages of:
      • senior staff = loyalty
      • new staff = open-minded

*it may feel easier/quicker to bring in new talent rather than develop an existing staff member BUT there is considerable risk

50
Q

continuous change management

A

Follow-up

  • possible responses (staff) when change is implemented:
      • accept & provide active support for the program –> manager did well in cultivating the vision
      • passive compliance with the new requirements –> manager not very good
      • resistance with varying degrees of aggression –> staff/manager is aggressive
51
Q

how to avoid active resistance in implementing the change?

A
  • including the people who will be affected by the change in the decision-making process
  • make the people realize their mistakes, what could be done
  • conduct analysis of both the source & objection
  • use the tools of persuasion/control available
52
Q

actions to become an agent of change & prevent resistance

A
  • involve every level of staff in decision-making
  • be open to staff & their concerns
  • speak from own experience
  • set a good example
  • control the rumor mill
  • do not be afraid to learn
  • invent the future (do not redesign the past)
  • be mindful of people’s weakness
  • do not fight losing battles
  • learn to refocus rapidly
  • practice good stress management

*COMMUNICATION = remedy for assistance in the change process

53
Q

forms of resistance to change

A

a. the negative view
b. apathy & indifference
c. pet project attitude
d. unconscious dissention
e. free translation
f. authoritarian approach

54
Q

the most common form of resistance especially for older generations

A

The negative view
“it won’t work”
“we already tried that”

55
Q

“I just work here”

A

apathy & indifference

56
Q

pet project attitude

A

“are you criticizing my plan?”

57
Q

“whatever the boss says..”

A

unconscious dissention

58
Q

free translation

A

“we’ll implement my variation, it’s better anyway”

59
Q

“you are not to reason why”

A

authoritarian approach

60
Q

actions to become a master of change

A
  • get involved; be part of the solution not the problem
  • develop positive relationships
  • keep a positive mental attitude; don’t let strengths turn into weaknesses
  • expect & get ready for the expected & unexpected
  • make managing a part of the job description
  • keep/develop a sense of humor
  • refocus rapidly; practice effective stress management
  • invent the future; look 3-5 years
  • support the upper management
  • do not constantly react to each new competitive threat as is comes; be proactive

*worry is a misuse of imagination

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