Pre Final Topic 2 Notes: Managing Change
By: Kyla Joyce Maceren changes.
What is change management?
- Change of becoming something different
- CHANGE MANAGEMENT is the systematic
approach and application of KNOWLEDGE,
TOOLS AND RESOURCES TO DEAL WITH
CHANGE.
- It is the transformation of a process, culture,
or people into an alternate form. With the
proper guidance and implementation
measures, the change or proposed changes
will come with improvements that make your
laboratory a better place to work, enhance
quality, and improve patient outcomes.
- A process of becoming something different;
transformation.
- Change is not always good or bad; it can
have negative and positive impact.
How do changes have a positive impact?
- When there is proper implementation and
proper process.
The only constant thing in the world is change.
Change is inevitable.
PLANNED CHANGES
- Intended and thought out
- Carefully implemented and have usually
been studied and examined to ensure a
successful outcome.
- Anticipated and planned
UNPLANNED CHANGES
- Not anticipated.
THREE TIMING LEVEL OF CHANGE
- Timing in which circumstances change is
needed.
- Emergent- This change is made urgently;
mostly unplanned. An emergent change is
made when a pressing or important issue
dictates the need. Emergent changes are
frequently unplanned, and patient safety or
quality issues are often dictators of urgent
- Opportunity- A change which is made when
an opportunity arises. Opportunity changes
often result when, just as stated, an
opportunity arises. Opportunity changes can
be planned or unplanned. Sometimes these
changes arise from changes other areas
have made, improvements in equipment, or
newly acquired skill sets of individuals.
- Evolutionary- The gradual adaptation or
responsiveness to the changes in your
environment; happens over time.
Evolutionary change is change that just
happens over time. It is the gradual
adaptation or responsiveness to change; it
can be planned but is often unplanned.
THREE TYPES OF CHANGE
- Developmental or Transactional change
- Transactional change occurs when
an organization makes
improvements to stay competitive.
It is a continual process, and it
should require little effort to
implement this type of change.
- Most common type of change;
based on improvement of skill,
method, performance, standard, or
condition.
- Transitional change
- A more complex type of change in
that it replaces processes or
procedures with new concepts and
procedures.
- It is designed to increase efficiency
by replacing an old process with an
entirely new one. This type of
change is often referred to as a
project implementation
- Transformational change
- Is a shift in the entire business
culture of the organization.
- The most complicated and most
difficult type of change to achieve
 - It involves the human side of
change and encounters the most
resistance.
- It results from a change in strategy
and results over a period of time.
FACTORS AFFECTING CHANGE
- Skill
- The skill of the individual expected
to implement the change refers to
the person’s job specifications,
selection criteria, performance
review, and training needs.
- Knowledge
- individual’s understanding of the
mission or strategy of the change.
Are they knowledgeable about the
processes or procedures, and what
is their personal development?
- Motivation
- plays a significant role.
- When a person is motivated, he or
she tends to make sure that the
task is accomplished on time. What
motivates each person? Are your
people strategically aligned, socially
aligned, capability aligned, or
empowered to make the changes?
PERSONAL CHANGE CURVE
- This theory describes the process in which
people grieve or react to change.
- a modified version of the Kubler-Ross grief
curve and consists of four phases
- Denial
- Employees ignore or do not
respond to the information or
awareness of change. It doesn’t
sink in right away that the change is
occurring and that it will affect them.
- Resistance
- Here strong feelings about the
change emerge, such as anger,
blame, depression, anxiety,
uncertainty, frustration, and
self-doubt.
- Change is frequently resisted, just
because it is change. Often change
is resisted because people are
fearful of the unknown.
- Exploration
- During the exploration phase
people acknowledge the change
and accept that the change is
necessary.
- They draw upon internal resources
and creativity to figure out new
responsibilities and to visualize our
future.
- Commitment
- At this point people acknowledge
that the change is the norm, are
motivated, and are capable of
achieving success.
- They are able to set new goals and
make plans to reach new goals.
Here they are cooperative, are
focused, and feel confident and in
control.
WHY PEOPLE RESIST CHANGE
- Forms of Resistance to Change
- The negative view
- Apathy and indifference
- Pet project attitude
- Unconscious dissension
- Free translation
- Authoritarian approach
- Fear
- People often fear the unknown.
Employees may simply resist
change because it is unfamiliar.
They fear that the new way will not
work, they may not be able to
handle the w conditions
competently, and they will not do
well following the modified process.
- Lack of Trust
- When employees doubt
their leaders and question
their motives, they tend to
resist change
- Comfort
- People are creatures of
habit and do not like a
change in routine. Many
employees feel connected
to the old way or have a
personal preference and a
certain way of doing
things.
- Perception of Need
- Some employees feel that
the old/current way is good
or is working fine. They
may not understand the
need for change or see
any benefits of the
change.
- Lack of Knowledge/Competence
- Employees may be
concerned that they do not
have the skills or
knowledge to implement
the changes.
- Poor Communication
- Employees may feel that
they were not informed or
consulted about the
change. They may feel as
though their opinion
doesn’t matter or that their
opinions are insignificant.
- Exhaustion/Saturation
- Employees may resist
change because they are
overwhelmed by
continuous change
STEPS TO MANAGING CHANGE
PREPARE
- Prepare for the change by communicating
effectively. Establish and maintain open lines
of communication by holding regular
meetings and becoming as transparent as
possible
- Motivate the staff to become excited about
the change, and convince them to buy into
the project.
- Design and develop a plan of action and
create a sense of urgency
IMPLEMENT
- Execute and coordinate the change by
delegating tasks and assigning completion
dates. Hold individuals accountable for
accomplishing the assigned tasks within the
agreed-upon time frames.
- Ensure that each phase of the
implementation occurs in the appropriate
order to ensure success of the next phase.
Make the vision a reality.
MONITOR
- Develop a feedback process, establish key
metrics, and review the process.
- Are there delays? Can the delays be
overcome to meet the expected completion
dates?
SUSTAIN
- Reinforce the change
- Ensure that systems do not revert back to
the way they were prior to the change.
- Recognize people for making the change
happen and express your appreciation by
word or deed.
REEVALUATE
- Perform an assessment of the process, and
review and analyze to see if further changes
are necessary.
- Can the new process be improved?
Brainstorm for new ideas and ask questions.