Change

• technical- changing basic methods organizations use to deliver HC services
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• product or service- intro new product and service by the organization 

administrative, structural or strategy- concerned with the managerial or administrative activities of the organization 

human resources- attempts to change attitudes, behavior, or skills of employees

• awareness- there is a gap of what is happening and what should be happening
• identification-address gap
• implementation-carry out change
• institutionalization- integrate change in the organization 

• pre contemplation
• contemplation
• preparation
• actions
• maintenance
• termination 

create a sense of urgency 

pull together a guiding team 

develop the change vision and strategy- clarify how the future will be different from the past

communicate for understanding and buy in- need to do repeatedly and to as many employees as possible

empowering others to act- remove obstacles

produce short term wins to see progress

dont let up! needs to happen everyday to take place

create new culture 

• change is not a linear process
• change agents may have to go back to an earlier stage
• change process is impacted by a complex set of interacting factors
• steps of change overlap
• change is inevitable

• types: rational
• personal
• emotional 

• misunderstanding of details of plan
• the belief that the change is unnecessary
• disbelief in planned changes effectiveness
• expectations of negative consequences

• explain plan in greater detail and with more clarity
• project what could happen if change NOT introduced
• involve employees in quality improvement teams

• fear of job loss
• anxiety over future
• resentment at implied criticism of performance
• fear of interference from above

• stress much improved job prospects for everyone in the future
• present aspects of the plan which people are likely to find positive and exciting
• accept managements responsibility for pas failures
• show anticipated benefits of change

• active or passive resistance to change in general
• lack of involvement
• apathy towards initiatives
• shock
• mistrust of motives behind change

• show why the old ways no longer work
• explain the reasons for change
• organizae times and meetings to communicate the details of the chage
• promise involvement of employees
• be honest and answer all question s

• habits
• social consideration
• security
• economic implications
• frear of unknown
• lack of awareness

• education and communication
• participation and invovement
• facilitation and support
• negotiation and agreement
• manipulation
• coercion

good if employees lack info or have inaccurate information

advantage- once persuaded will help

disadvantage- time consuming with so many people

good if managers need input from employees or they have power

advantage- those who participate are committed, relevant info they have will be integrated

disadvantage- time consuming and inappropiate

good if employees are resisting because of adjustment problems

advantage- no other approach works

disadvantage- time consuming, expensive and can still fail

good if someone may lose out in a change and that person has power

advantage- easy to avoid major resistance

disadvantage- too expensive and time consuming

good if no other options 

advantage- quick and cheap

disadvantage- can lead to future problems if people feel manipulated

good if short on time and management has most of power

advantage- gast

disadvantage- risky if people are mad at managemetn 

thinking differently can help change behavior and lead to better results 

think logically to change peoples thinking

feeling different;y can change the behavior even more and can lead to better results

visual experiences, need to change how people feel