Week 10 Change, Conflict and violence in the work place Flashcards
Personal change
voluntary change with the goal of self-improvement
Professional change
deliberate change with the goal of improving professional ability/status
Organizational change
mandated change with the goal of improving the organization’s efficiency
Lewin’s Model
Traditional Change Theories
- Unfreezing—thawing of the current or old way of doing things (individuals realize need for change)
- Movement—intervention or change is introduced & explained (benefits & disadvantages are discussed) — the move occurs. transition period
- Refreezing—new way of doing things is incorporated
Working Within The Comfort Zone
People are accustomed to working together
People have a routine for doing their work
People feel they know what to expect and what is expected of them when they come to work
People know how to deal with whatever problems may arise
People feel they work in a relaxed and none threatening environment
Lippitt’s Model
Traditional Change Theories
Lippitt’s seven phases of change (builds on Lewin’s model)
- Diagnosis of problem
- Assessment of motivation & capacity for change
- Assessment of change agent’s motivation & resources
- Selection of progressive change objectives
- Choosing an appropriate role for the change agent
- Maintenance of the change once it has been started
- Termination of the helping relationship
Havelock Model
Traditional Change Theories
Havelock six step model of change (based on Lewin’s work) 1.Planning building a relationship diagnosing the problem acquiring resources 2.Moving choosing the solution gaining acceptance 3.Refreezing stabilization & self renewal
Havelock
Emphasized planning stage (believed resistance can be overcome with good planning & inclusion of affected staff)
Rogers and Shoemaker (1971)
Traditional Change Theories
Focuses on the goal of change and the communication of that goal to all concerned
Describes behaviors that characterizes how people respond to change:
- -Innovators: actively seek and look forward to change. Embrace change
- -Early Adopters: help make change possible. Open and receptive to change
- -Early Majority: provides a support system for the change. Prefer status quo but are agreeable to change
- -Late Majority: followers - skeptical but will change generally due to peer pressure to support the change
- -Laggards: strive to keep doing things the way they have always been done…last to adopt.
- -Rejecters’: work actively against the change. Oppose , are resistant and reject change openly hostile
Rogers’ Diffusion of Innovations Theory
Broader in scope & approach 5 step innovation/ decision-making process 1Awareness 2.Interest 3.Evaluation 4.Trial 5.Adoption
The Change Process
Planned change in the organization is different than personal change in that more people are involved, it is on a larger scale, more opinions must be considered
Reasons for change:
- To solve a problem
- To improve efficiency
- To reduce unnecessary workload
Change process/nursing process
–Assessment – identify problem, data collection, analysis → structural, technological, people (eg. surg to obs move)
important to understand driving & restraining forces (e.g. political/ technological/cost/structural issues)
–Planning – who, when, time lines
–Implementation – change strategies (see p. 298 – Table 14-2)
–Evaluation – outcomes identified in planning phase
What does Resistance to Change look like?
Active- attacks or outright refusal to comply
May organize a group to actively resist the change
Frustration & aggression
Passive- Uses avoidance (not attending meetings to discuss the change)
Shows indifference
Shows acceptance on the surfaces
Three strategies to promote change:
- the power-coercive strategy — do it or get out
- the normative-reeducative strategy — using the individual’s need for satisfying social relationships in the workplace
- the rational-empirical strategy — assumes that humans are rational people and will use knowledge to embrace change
Change agent =
leader → communication & enthusiasm
