effecting change

7/28/2019 Effecting Change

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Effecting Change

Mae Belle G. Lacson


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WHAT IS CHANGE?

1. Change can be defined as making

something different from what itwas.

2. The outcome may be the same butthe actions performed to get to theoutcome may be different.

3. Goal of getting to work remains thesame, but the method may be

different.


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1. Change can be defined as making

something different from what it

was.EXAMPLE:

BUDGET CHANGE

This may be necessary for the survival of a pediatric ward. Nurses caring for the patients are often impacted by staffreducations due to budget cuts.

As staffing levels are cut, those nurses who are left to carefor patients often face increased workloads.

Staff Burnout may result.

In a larger picture, the increased caosts of hiring andorienting new nurses to replace the ones who have left mayexceed the cost of savings from the initial staff layoffs.


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NOTE

Effective communication to nursing staffabout why budget changes are necessary isessential to adptation to changes that impactthe quality of patient care.

It is important that proper care and

planning of the change processbe used,so that the staff will not resist the change andmake the implementation not stressful.


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2. The outcome may be the same but

the actions performed to get to theoutcome may be different.

COMPUTERIZED CHARTING SYSTEMFOR PEDIA WARD

The outcome maybe the same but the actionis different.


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NOTE

Computerized charting mayincrease thecost for the consumers this should beproperly discussed by the administrators.

Changing the system means

comprehensive trainings for the staffs.


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NOTE

It is important to test the system to a pilotstudy before implementing it to alldepartments.

For example, we can try this system first to

NICU Nurses.


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3. Goal of getting to work remains

the same, but the method may bedifferent.

CHANGING OF FORMS MEANSDIFFERENT PATTERN OF

ASSESSMENT

The old form of admitting a pediatric patientis by using the admission form 1, which isincomplete.


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NOTE

New patient admission FORM maynecessitate a different method of assessingthe patient.

Goal is to properly assess and admit the

patient, but the method is different.


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NOTE

The new form should be properly introducedto all the staff nurses.

The goal of changing the form should bediscussed to all pediatric nurses.


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TYPES OF CHANGE

1. Personal2. Professional

3. Organizational


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1. Personal

DEFINITION

Achange made voluntarily for ones ownreasons, usually for self-improvement.


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SCENARIO

PERSONALITY DEVELOPMENT

TRAINING Change in motivations for staff nurses.

Change in attitude for senior nurses.

Time management to maintainpunctuality.

Avoiding absenteeism.

Personal efficacy training


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2. Professional

DEFINITION

A change in position or job such asobtaining education or credentials thatwill benefit one in a current position orallow one to be prepared for a futureposition


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SCENARIO

CONTINUOUS EDUCATION FORPEDIATRIC STAFF NURSES ANDSUPERVISORS.

TRAININGS AND CERTIFICATIONS PEDIATRIC ASSESSMENT COURSE

WELL-CHILD CARE COURSES

COMMON HEALTH PROBLEMS OF CHILDRENCOURSES

CHRONIC ILLNESSES AND DISABILITIES INCHILDREN COURSE

HEALTH PROMOTION IN CHILDREN COURSE

ADVANCED NURSING CARE COURSES


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Organizational

DEFINITION

A planned change in an organization toimprove efficiency.


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SCENARIO

EXAMPLES:

Change of Directors and administrators. Change from Line Organization toFunctional Organization.

Promotions of employees will also changethe people invloved in the structure.


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Note:

It is sometimes used to improve efficiency

or improve financial standing or for someother organizational purpose.


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COMPARISON CHART OF CHANGETHEORIES AND THEIR USES

Lewin

1951

Lippit

1958

Haveloc

k 1973

Rogers

1983

Force-

Field

Model

Seven

Phases

of

Change

Six-Step

Change

Model

Diffusion of

Innovations

Theory


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Lewin 1951 - Force-Field Model

1. Unfreeze

2. Move to new3. Refreeze


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1. Unfreeze

-the current or old way of doing is damaged


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2. Move to new

-intervention or change is introduced and

explained


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3. Refreeze

-new way of doing is incoporated into the

routines


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Note

General model for most situations and

organizations.


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Lippit 1958 - Seven Phases of Change

1. Diagnose Problem.

2. Assess motivation and capacity forchange.

3. Assess change agents motivation andresources.


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4. Select progressice change objective.

5. Choose appropriate role of change agent.

6. Maintain change.

7. Terminate helping relationship.


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Note

Good for changing a process and general

change.

Emphasized the participation of keypersonnel and the change agent indesigning and planning the intendedchange project.


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Havelock 1973 - Six-Step ChangeModel

1. Build relationship.

2. Diagnose problem.3. Acquire resources.

4. Choose solution.

5. Gain acceptance.6. Stabilize and self-renew.


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Note

Often used for educational change orcultural change.

Change agent is the person responsible forplanning and implementing the change,encouraged participation on the part ofthe people.


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Rogers 1983 - Diffusion of InnovationsTheory

1. Awareness

2. Interest3. Evaluation

4. Trial

5.Adoption


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Note

Used in Organizational change, individualchange and group change.

Change is a reversible process and thathinitial rejection does not necessarilymeans the change will never be adopted.


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SIX BEHAVIORAL RESPONSES TO

CHANGE

1. Innovators

2. Early adopters3. Early Majority

4. Late majority

5. Laggards6. Rejectors


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1. Innovators

Change Embracers. Enjoys challenges ofchange and often lead change.


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2. Early adopters

Open and receptive to change but notobssed with it.


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3. Early Majority

Enjoy and prefer the status quo but do notwant to be left behind.


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4. Late majority

Often known as the followers. The adoptchange after expressing negative feelingsand are often skeptics.


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5. Laggards

Last group to adopt a change. They preferTradition and stability to innovation. Theyare somewhat suspicious of change.


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6. Rejectors

Openly oppose and reject change. May besurreptitious or covert in ther opposition.They hinder the change process to thepoint of sabotage.


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CHANGE AGENT STRATEGIES

1. Begin by articulating the vision clearlyand consicely. Remind the people of thegoals and vision.

2. Map out a tentative time line and sketchout the staps of the project.


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3. Plant seeds or mention some ideas orthoughts to key individuals from the fiststep through the evaluation step so thatsome idea of what is expected is underconsideration.

4. Select the change project team carefully.


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5. Set up consistent meeting dates and keepthem.

6. For those not on the team but affected bythe project, give constant and consistentupdates on progress.


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7. Give regular updates and progressreports both verbally and in writing to theexecutives of the organization and thoseaffected by the change.

8. Check out rumors and confront conflicthead on.


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9. Maintain a positive attitude and do notget discourage.

10. Stay alert to political forces both for andagainst the project.


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11. Know the internal formal and informalleaders.

12. Having self-confidence and trust inoneself and ones team will overcome a lotof obstacles.

effecting change

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