Organisational Change

Question 1

Defintion of change

Answer 1

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

Question 2

What is change management

Answer 2

The application of a structured process and set of tools for leading the people side of change to achieve a desired outcome

Question 3

Why is change necessary

Answer 3

Requirement to the continued survival of organisations

Question 4

Change can be …

Answer 4

Planned
Emergent
Spontaneous

Question 5

Types of change

Answer 5

Developmental
Transitional
Transformational

Question 6

What is developmental change

Answer 6

May be either planned or emergent it is first order or incremental. It is change that enhances or corrects exisiting aspects of an organisation

Question 7

What is transitional change

Answer 7

Seeks to achieve a known desired state that is different from the exisiting one. It is episodic and planned

Question 8

What is transformational change

Answer 8

Is radical or second order in nature. It requires a shift in assumptions made by the organisations and its members

Question 9

What is a change agent

Answer 9

People who act as catalysts and assume the responsibilty for managing change activities

Question 10

What is outside change agent

Answer 10

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

Question 11

What is an internal change agent

Answer 11

May be more thoughtful
May be more cautious
Potential for conflict with peers
Have to live with consequences of their actions

Question 12

What is transactional change

Answer 12

Take away things for change, is more often considered negative

Question 13

Qualities of a transactional leader

Answer 13

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

Question 14

Qualities of transformational leaders

Answer 14

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

Question 15

Approaches to managing change

Answer 15

Lewins three step model
Kotters eight step plan for implementing change
7 steps RAPSIES model of change
NHS change model

Question 16

Explain lewins 3 step model

Answer 16

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)

Question 17

Explain the unfreeze concept

Answer 17

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

Question 18

5 points to unfreeze concept

Answer 18

• 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

Question 19

How to unfreeze ?

Answer 19

Can use SWOT analysis and force field analysis

Question 20

What is SWOT analysis

Answer 20

Use strength, weaknesses, oppurtunities and threats

Question 21

What is force field analysis

Answer 21

Use driving forces and resisting forces to compare

Question 22

Why do we need to use stakeholder analysis and who should use it

Answer 22

Managers should use it

- identify and win the support of key people both within and outside organisation this will create a smoother unfreeze

Question 23

How to move through change management smoothly

Answer 23

Promote effective communicate
Empower people to embrace new ways of working and learn new values, attitudes and behaviours
Dispel rumours
Involve people in process

Question 24

What happens in the change process

Answer 24

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

Question 25

What is the re-freeze stage

Answer 25

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

Question 26

What is needed for a refreeze

Answer 26

Changes must have taken shape to organisation
Organisation need to help internalise and institutionalise the changes
Celebrate the change helps people to accept it

Question 27

What is kotters eight step plan for implementing change

Answer 27

1. Establish a sense of urgency
2. Form a coalition
3. Create a new vision
4. Communicate the vision
5. Empower others to act
6. Develop short term wins
7. Consolidate improvements
8. Reinforce changes

Question 28

Compare lewins to kotter

Answer 28

Unfreeze involves step 1-4
Change involves step 5-7
Refreeze involved step 8

Question 29

What is 7 step RAPSIES model of change

Answer 29

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

Question 30

Explain the 7 step RASPIES model

Answer 30

This model gives a more detailed approach than lewins model and gives a more democratic approach to change

Question 31

What is kramer 1974

Answer 31

It identifies a phenomen =reality shock to change

1. Honeymoon phase
2. Shock phase
3. Recovery phase
4. Resolution phase

This was first related to adult nursing but can be related to other changes

Question 32

Sources of indivdual resistance

Answer 32

Selective information processing 
Habit 
Secuirty 
Economic factors 
Fear of the unknown

Question 33

Why may there cynicism about change

Answer 33

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

Question 34

What is organisational resistance

Answer 34

Threat to established resources allocation 
Structural inertia 
Limited focus of change 
Threat to expertise 
Threat to established power relationship

Question 35

How to overcome resistance good ways

Answer 35

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

Question 36

Bad ways at overcoming resistance

Answer 36

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

Question 37

What are 7 parts of the nhs change model

Answer 37

Motivate and mobilise 
System drivers 
Measurements 
Project and performance management 
Improvement tools 
Spread and adoption 
Leadership by all