Chang theory and conflict resolution

model

Chang theory and conflict resolution

model

Outlines

1. Kurt Lewin theory2. Lippitt’s Phases of Change Theory3. Prochaska and DiClemente’s Change Theory4. Social cognitive theory.5. Theory of reasoned action and planned behavior.6. Theory E $ O.7. Chaos theory.8. Complex adaptive system change theory.

Objectives

Introduction

Most organizations today find themselves undertaking a number of projects aspart of change efforts directed at organizational restructuring, quality improvement,and employee empowerment. Many things drive change in contemporaryhealth care, among them are increasing technology, information availability, andgrowing populations. The theories serve as a testimony to the fact thatchange is a real phenomenon. It can be observed and analyzed through varioussteps or phases. The theories have been conceptualized to answer the question, “Howdoes successful change happen?”

Why change?

Change is necessary in life to keep us…– Moving– Growing– Interested

“…Imagine life without change. It would be static...boring...dull.”

Definition of change

It is a phenomenon that occurs continuously in all

living systems, it means alteration in the status

Quo .

Planned change

Planned change, in contrast to accidental change or change by drift, is change that results from a well thought-out and deliberate effort to make something happen.This type of planning requires the leadership skills of problem solving and decision making and interpersonal and communication skills.

A change agent is the person responsible for moving others who are affected by the change through its stages.

Kurt Lewin theory

Most of the current research on change builds on the classic change theories developed by Kurt Lewin in the mid-20th century. Lewin (1951) identified three phases through which the change agent must proceed before a planned change becomes part of the system: unfreezing, movement, and refreezing.

1. unfreezing stage: the change agent unfreezes forces that maintain the status quo. Thus, people become discontented and aware of a need to change. Unfreezing is necessary because before any change can occur, people must believe the change is needed. For effective change to occur, the change agent needs to have made a thorough and accurate assessment of the extent of and interest in change, the nature and depth of motivation, and the environment in which the change will occur. Change for change’s sake subjects employees to unnecessary stress and manipulation.

2. movement: the change agent identifies, plans, and implements appropriate strategies, ensuring that driving forces exceed restraining forces. Whenever possible, change should be implemented gradually. Because change is such a complex process, it requires agreat deal of planning and intricate timing. Recognizing, addressing, and overcoming resistance may be a lengthy process. Any change of human behavior, or the perceptions, attitudes, and values underlying that behavior, takes time. Therefore, any change must allow enough time for those involved to be fully assimilated in that change.

3. refreezing: During the refreezing phase, the change agentassists in stabilizing the system change so it becomes integrated into the status quo. If refreezing is incomplete, the change will be ineffective and the pre-change behaviors will be resumed.

- For refreezing to occur, the change agent must be supportiveand reinforce the individual adaptive efforts of those affected by the change. Because change needs at least three to six months before it will be accepted as part of the system, change should never be attempted unless the change agent can make a commitment to be available until the change is complete.

- It is important to realize that refreezing does not eliminate the possibility of further improvements to the change.

Lippitt, Watson, and Westley (1958) built on Lewin’s theories in identifying seven phases of planned change:

1. The patient must feel a need for change. Unfreezing occurs.2. A helping relationship begins between the change agent and his or her patients. Movement begins.3. The problem is identified and clarified. Data are collected.4. Alternatives for change are examined. Resources are assessed.5. Active modification or change occurs. Movement is complete.6. Refreezing occurs as the change is stabilized.7. The helping relationship ends, or a different type of continuing relationship is formed.

Prochaska and DiClemente’s Change

TheoryProchaska and DiClemente found that people pass through aseries of stages when change occurs. The stages discussed in their change theory are:precontempation, contemplation, preparation, action, and maintenance.

Prochaska and DiClemente’s Change

TheoryThe first aspect of the model shows the movement of intentionalchange from precontemplation to contemplation of the issue. Precontemplation existswhen an individual is unaware or fails to acknowledge the problems without engaging inany change process activities. Individuals in this stage do not want to change theirbehavior and may insist that their behavior is normal.

Contemplation exists when theindividual raises consciousness of the issue. Individuals in this stage are thinking aboutchanging their behavior, but they are not ready to commit to the change process yet

Preparationoccurs when the individual is ready to change their behavior and plans to do so within thenext two weeks. These individuals will need counseling, social support, and assistancewith problem solving during this stage of change.

-The action stage follows shortlythereafter. It is characterized by an increase in coping with behavioral change and theindividual begins to engage in change activities.-maintenance is the last stage ofProchaska and DiClemente’s change theory. In this final stage, actions to reinforce thechange are taken coupled with establishing the new behavioral change to the individual’slifestyle and norms. This stage may last six months up to the lifespan of the individual.

Limitations:As a psychological theory, the stages of change focuses on the individualwithout assessing the role that structural and environmental issues mayhave on a person's ability to enact behavior change. In addition, since thestages of change presents a descriptive rather than a causative explanationof behavior, the relationship between stages is not always clear. Finally,each of the stages may not be suitable for characterizing every population.For instance, a study of sex workers in Bolivia discovered that few studyparticipants were in the precontemplative, contemplative stages in regardto using condoms with their clients (Posner, 1995)

Murphy (1999), in a more contemporary model, suggests that there are four predictable stages that people pass through when exposed to any change: resistance, confusion, exploration, and commitment.

-There are predictable behaviors associated with each of these stages, and the most effective managers study these behaviors and are able to respond appropriately to get their team back on track toward the goals.

Perlman and Takacs (1990), building on Lewin’s work, identified 10 such behaviors or emotional phases in the change process The phases of equilibrium, denial, anger, and bargaining reflect Lewin’s unfreezing phase; chaos, depression, and resignation, the movement phase; and openness, readiness, and reemergence, the refreezing phase. Regardless of the number of phases or their names, it is critical that the manager recognizes that organizations must consciously and constructively deal with the human emotions associated with all phases of planned change.

Quinn, Spreitzer, and Brown (2000) state that any real adaptive change can beachieved only by mobilizing people to make painful adjustments in their attitudes,work habits, and lives. They must “surrender their present selves and put themselvesin jeopardy of becoming part of an emergent system. This process usually requiresthe surrender of personal control, the toleration of uncertainty, and the developmentof a new culture at the collective level and a new self at the individual level

DRIVING AND RESTRAINING FORCES

Summary Lewin's model is very rational, goal and plan oriented. The change looks good onpaper, as it makes rational sense, but when implemented the lack of considering humanfeelings and experiences can have negative consequences. There may be occasions whenemployees get so excited about a new change, that they bypass the feelings, attitudes,past input or experience of other employees. Consequently, they find themselves facingeither resistance or little enthusiasm.There is no right or wrong theory to change management. It is not an exactscience. However through the ongoing research and studies by the industry’s leadingexperts, a clearer picture of what it takes to lead a change effort effectively will continueto emerge. It is important that we must continually review and consider how ourchanging society and culture will require fresh insight on the appropriate change process.