Organisational Change Flashcards
Defintion of change
The act of becoming different, or the result of something being different
Is a process that is driven by forces that motivates a person or an organisation to consider what needs altering
What is change management
The application of a structured process and set of tools for leading the people side of change to achieve a desired outcome
Why is change necessary
Requirement to the continued survival of organisations
Change can be …
Planned
Emergent
Spontaneous
Types of change
Developmental
Transitional
Transformational
What is developmental change
May be either planned or emergent it is first order or incremental. It is change that enhances or corrects exisiting aspects of an organisation
What is transitional change
Seeks to achieve a known desired state that is different from the exisiting one. It is episodic and planned
What is transformational change
Is radical or second order in nature. It requires a shift in assumptions made by the organisations and its members
What is a change agent
People who act as catalysts and assume the responsibilty for managing change activities
What is outside change agent
Can offer an objective perspective
Usually have inadequate understanding of thr organisations history, culture, operating procedures and personnel
Benefit they do not have to live with repercussions after the change is implemented
What is an internal change agent
May be more thoughtful
May be more cautious
Potential for conflict with peers
Have to live with consequences of their actions
What is transactional change
Take away things for change, is more often considered negative
Qualities of a transactional leader
Autocratic Hierarchial Focus on indivdual gain Reactive Little or no autonomy for staff Extensive power and control Concerned with tasks rather than relationships Given power to reward or punish performance
Qualities of transformational leaders
Charismatic Highly visible/ flexible Commited to the organisations vision Inspirational Self-aware, self-efficent Encourages culture of creativity and critical thinking People orientated Leads collaboratively Proactive Promotes employe development
Approaches to managing change
Lewins three step model
Kotters eight step plan for implementing change
7 steps RAPSIES model of change
NHS change model
Explain lewins 3 step model
3 distinct stages
Unfreeze - ensure the employess are ready for change (clarifies the problem)
Change - execute the intended change (examine alternatives and plan actions - movement begins)
Refreeze - ensure thag the change becomes permanent (transformation)
Explain the unfreeze concept
Start by creating the motivation to unfreeze as is necessary to change exisiting attitudes. At this stage communication about the proposed change is vital if people are to understand and support
5 points to unfreeze concept
- prepare organisations to accept the change is necessary, break done status quo
- develop a compelling message showinf why exisiting way is not too continue
- start at core, challenging beliefs, values and behaviours
- first part usually most difficult and stressful
- by forcing to reexamine it gives a controlled crisis build stong motivation to seek change
How to unfreeze ?
Can use SWOT analysis and force field analysis
What is SWOT analysis
Use strength, weaknesses, oppurtunities and threats
What is force field analysis
Use driving forces and resisting forces to compare
Why do we need to use stakeholder analysis and who should use it
Managers should use it
- identify and win the support of key people both within and outside organisation this will create a smoother unfreeze
How to move through change management smoothly
Promote effective communicate
Empower people to embrace new ways of working and learn new values, attitudes and behaviours
Dispel rumours
Involve people in process
What happens in the change process
Problems are identifed
Action plans developed to enable change
People begin to resolve their issues
People take time to embrace the new change and participate proactively
Need to understand how will benefit to the person for them to embrace
Time and communication are the two key things people beed to feel connected to the organisation
What is the re-freeze stage
The end of the process when the organisation returns to a sense of stability and the benefits of the change are realised
Not until change has become incorporated into culture can it said to be frozen
What is needed for a refreeze
Changes must have taken shape to organisation
Organisation need to help internalise and institutionalise the changes
Celebrate the change helps people to accept it
What is kotters eight step plan for implementing change
- Establish a sense of urgency
- Form a coalition
- Create a new vision
- Communicate the vision
- Empower others to act
- Develop short term wins
- Consolidate improvements
- Reinforce changes
Compare lewins to kotter
Unfreeze involves step 1-4
Change involves step 5-7
Refreeze involved step 8
What is 7 step RAPSIES model of change
Recognising the need got an improvement in practice
Analysing options for change setting, identifying people involved
Preparing for change - identifying change agent
Stratergies for change: piloting and timing
Implementation of change, including piloting the change and timing
Evaluation against intended outcomes
Sustained the change
Explain the 7 step RASPIES model
This model gives a more detailed approach than lewins model and gives a more democratic approach to change
What is kramer 1974
It identifies a phenomen =reality shock to change
- Honeymoon phase
- Shock phase
- Recovery phase
- Resolution phase
This was first related to adult nursing but can be related to other changes
Sources of indivdual resistance
Selective information processing Habit Secuirty Economic factors Fear of the unknown
Why may there cynicism about change
Feeling informed about change
Lack of communication and respect from the supervisor
Lack of communication and respect from the union rep
Lack of oppurtunity for meaningful participation in decision making
What is organisational resistance
Threat to established resources allocation Structural inertia Limited focus of change Threat to expertise Threat to established power relationship
How to overcome resistance good ways
Education and communication - this tactic assumes that the source of resistance lies in misinformation or poor communication
Particpation and involvement - prior to making a change those opposed can be brought into decision making
Faciltating and support - the provision of various efforts to faciltate adjustments
Negotiation and agreement - exchange something of value for a lessening of resistance
Bad ways at overcoming resistance
Manupliation and cooperation - twisting and distorting facts to make them appear more attractive
Explicit and implicit coercion - the application of direct threats or force upon resister
What are 7 parts of the nhs change model
Motivate and mobilise System drivers Measurements Project and performance management Improvement tools Spread and adoption Leadership by all
