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Resistance to Change and Change Management
Learning Outcomes:
* Identify the drives of change.
* Understand the various change models.
* Identify the various barriers to change.
* Understand the step-by-step change process.
Drives of Change
organizations function within three identifiable environment:
External/ Social Environment
Industry/ Task Environment
Economic Forces
Customers
Sociocultural
Forces
Internal
Environment
Suppliers
Structure
Process/Procedure
Resources
Social
Interest
Group
Employees
Communities
Shareholders
Political-Legal Forces
Technological Forces
Resistance to Change
Resistance to change may arise from two resources :
1- Organizational Barriers, may include:
1- Lack of change agent .
2- Inadequate financial or capacity.
3- Poor leadership and resistance to change
by senior management.
4- Lack of necessary technology.
5- Time Restraints.
6- Poor market conditions.
2- Individual's Barriers to change:
* Fear of the unknown.
* Reduction in personal need fulfillment.
* Real or perceived stress.
* Loss of status or personal powers.
* Loss of equilibrium.
- Loss of Equilibrium
Roethlisbrgere proposed that:
an individual's attitudes affect his or her response to change.
In other words, how a person feels toward a change determines his or her response.
Roethlisbreger's X Model
Response
Change
Attiudes
Personal History
Social Situation
at work
Lewin's Change Model
For Implementaion of Change, there must be an increase in the strength of the force of change (i.e. Driving Forcses)
The strength and position of opposing forcses
(i.e. Restraining Forcses) must be reduced or removed.
P. 378
Lewin's Change Model
Lewin provides us with a three-step process for implementing planned changed:
Kotte,
Building on Lewin's change Model, identifed eight steps for managers to follow for successful organixational change.
step eight institutionaizes the change (i.e. ReFrezzing)
steps five through seven introduce new policies (i.e. change)
The first 4 steps change the statue que (i.e Freezing)
Transformation of HealthCare Organization
The Researchers identified five interactive elements as being critical for successful transformation of health organization:
1- Strong impetus to change.
2- Leadership commitment to quality.
3- Improvement initiaative that actively engage staff in meaningful problem solving.
4- Alignemnt to achieve consistency of organization goals with resourcse allocation and actions at all levels of the organization.
5- Intergration to bridge traditional intraorganizational boundaries among individual components.
THANK YOU FOR PAYING ATTENTION
Nouf AlWagit