Change Theories

By: Jore L. Roco & Maria Angelica Fernandez

Change is defined as "the process of

alteration or transformation of individuals,
groups, and organization undergo in response
to internal factors."

Purpose of change in our

Profession
To meet changing clients needs
To meet changing market conditions
To respond to internal pressures
To take advantage of new opportunities
To respond to competitive pressure

Factors that cause

change

Managing Change in an
Organization
Cab be either planned or unplanned
Change Agent - is the individual who is

responsible for taking a leadership role in

managing the process of change
Performance Gaps - the difference between
the status quo and the desired new standard
of performance or desired organizational state

 Levels and Targets of change- Change

agents must identify the level at which their

efforts will be directed. Effects can be made to
change individuals, groups, and entire
organizations.
TARGET
EXAMPLE
Individual

Technology

Fire a person and replace him/her with

someone else.
Change knowledge, skill, attitude, or
behavior
Replace existing technology with a more
modern machine or way of doing work

Structure

Change from functional structure to a

product division structure
Add a new department or division, or
consolidate the existing ones

Processes

Change the pay system from hourly wages to

salaries

Culture
Management

Implement a program to encourage valuing

quality and service
Encourage participation in the diagnosis and
solution of problems by people at lower levels
to replace a top-down approach

Systems Approach- since

various elements of an
organization are all part of a
interdependent system, a change
in any single target often leads to
changes in the others.
Content and process- Content
is the aspect of change, and
process is the how dimension of
change.


Programming Change
Recognizing the need for change
Setting Goals
Diagnosing the present conditions in relation

to the stated goals.

Defining the transition state activities and
commitments required on meeting the future
state.
Developing strategies and action plans.

4 Change Theories
Lewins Force-Field model
Lippits Phases of Change
Havelocks Model
Rogers Diffusion of Innovations

Lewins 3 Step model of the

change Management

Sociologist Kurt Lewin (1951) envisioned that

any potential change is interplay of multiple

opposing forces.
The driving forces and restraining forces.

FORCE FIELD ANALYSIS

Analyzing the restringing forces or driving

forces, this will affect the transition to the

future state. These restraining forces will
include the reactions of those who see change
as unnecessary or constituting a threat.
Assessing which of the driving or restraining
forces are critical
Taking steps both to increase the critical
driving forces and to decrease the critical
restraining forces.

THREE STEP
SEQUENTIAL MODEL OF
THE CHANGE PROCESS

UNFREEZING
Need for change so obvious that the

individual, group, or organization can readily

see and accept it
It is the process of creating a climate ready for
change

CHANGING
Compliance It is achieved by strictly enforcing

the reward and punishment strategy for good or

bad behavior.
Identification Identification occurs when the
members are psychologically impressed upon to
identify themselves with some given role of
models, whose behavior they would like to adopt
and try to become like them.
Internalization Internalization involves some
internal changing of the individuals thought
processes in order to adjust to a new environment

REFREEZING
Means locking the new behavior pattern into

place by means of supporting or reinforcing

mechanisms

LIPPITS PHASES
OF CHANGE

The Seven phases of change elaborated on

Lewin's Three Step Change Theory

The seven step theory is to focus on the role
as a change agent throughout the evolution of
change
The key to change is having the right person
to be the voice of change and the support for
the change; empowering the process.

SEVEN PHASES OF THE

CHANGE PROCESS

Phase 1: Diagnosing the

problem
During this phase the nurse manager as

change agent looks at all possible

------------------- and who will be affected

Phase 2: Assessing the

motivation and capacity for
change.
Possible solutions are determined and the

pros and cons of each are forecast.

Phase 3: Assessing the change

agents motivations and
resources.
The change agent can be external or internal

to the organization or division. An external

change agent may have fewer bases but must
have expert credentials. An internal change
agent, on the other hand, knows the people.

Phase 4: Selecting progressive

change objectives.
The change process is defined, a detailed plan

is made, timetables and deadlines are set and

responsibility is assigned. The change is
implemented for a trial period and evaluated.


Phase 5: Choosing the appropriate role
of the change agent.
The change agent will be active in the change

process, particularly in handling personnel

and facilitating the change. Conflict and
confrontation will be dealt with by the change
agent.

Phase 6: Maintaining the

change.
During this phase, its emphasis is on

communication, with feedback on progress.

The change is extended in time. A large
change may require a new power structure.

Phase 7: Terminating the

helping relationship.
The change agent withdraws at a specified

date, after setting a written procedure or

policy to perpetuate the change.