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Learning Objectives
Discuss why change is consideredinevitable.
Identify the factors that influence therate of change in todays workplace.
Describe the reasons why employeesresist change.
List the types of change that usuallyoccur in organizations.
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Learning Objectives
Describe how change should bemanaged.
Differentiate between managingchange and management, ingeneral.
Discuss ways to minimize thestress associated with change.
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The Inevitability of Change
People generally hold to the statusquo and resist change
Once change has been accepted,people resist turning back
Internal and external changes are
inevitable
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The Acceleration of Change
External changes...Technology, speed in movement of
people/things, increased informationand access to it
...lead to internal changesPeople need more education, and
must continue education throughoutlife; lives are longer because ofadvances in medicine
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The Acceleration of Change
Impact of change on businesses
Global changes: social, political,
economicMust be flexible
Must review documents and
procedures frequentlyFlexibility for organization =
instability, disruption for employees
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Resistance to Change
20-50-30 rule: 20% of the people in an organization will
embrace change and welcome it
50% are ambivalent
30% are resistant and may sabotage orundermine the change process
Nearly 80% of an organizations staffwill need to be convinced that thechange is a good one and worth thestress involved in making it.
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Resistance to Change
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Resistance to Change
Lack of understanding of the need forchange Workers' jobs do not include conceptual
thinking about the organization
May fail to perceive connection betweentheir observations of the work environmentand the organization's financial health
Only upper-level management may haveaccess to information indicating the needfor change, such as financial or productivityrecords
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Resistance to Change
Lack of understanding of, or a differentsense of, the context or environment Employee's viewpoint and manager's may
greatly differ
ex: WIC clinic during recession
Dietitian thinks program should beexpanded in response to more eligible
clients with increased needs Manager thinks program must reduce
expenses in response to cuts in funding
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Resistance to Change
Belief that proposed change violates thecore values of the organization Organization's mission is subject to
interpretation
ex: Do patients have the right to allnutrition services?
Typically, patients are billed for complexservices like expensive enteral feedings
Some dietitians have administered theseeven without being paid
Today, most agree this devalues theservices, and consider reimbursement
vital for the profession
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Resistance to Change
Misunderstanding of the change and itsimplications Workers perceive change as pointless extra
work because they don't understand itspurpose
ex: implementation of HACCP duringbreakfast, when 8 dozen eggs are used
Manager thinks bringing eggs out by thedozen prevents holding them at unsafetemperatures too long
Cook thinks he is being asked to make 8trips to the refrigerator instead of 1 for
no reason
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Resistance to Change
Belief that the change is not in thebest interests of the organization
ex: purchase of new uniforms afterlayoffs
Manager thinks one-time expense ofuniforms will serve to unify staff
Workers think money should be used tore-hire former staff (a long-termexpense)
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Resistance to Change
Lack of trust in those introducingthe change
Workers who distrust managementmay not believe in the stated reasonsfor change
Workers may resist because of whatthey consider the true motivation
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Resistance to Change
Lack of belief that the leadership isserious about making changes
If manager's words and actions areinconsistent, workers questionsincerity of order to change
Managers who seldom follow throughare expected to repeat this pattern
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Resistance to Change
Lack of belief that the leadership iscapable of making the change happen Failure of previous attempts at change
Perceived weakness of manager
Change extends beyond manager'sauthority/span of control
Perception that change is unfairlyselective ex: layoffs among certain classes of
workers but not others
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Kinds of Organizational
Change Change in structure
Organizational structure - those
characteristics of the organizationthat are reflected in theorganizational chart.
ex: hierarchy, line/staff relationships,span of control, centralization,departmentalization
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Kinds of Organizational
Change Change in structure
Downsizing or rightsizing -
reducing organization's size; usuallyaccompanied by flattening ofstructure.
Usually necessitates reduction in force
Restructuring through growth
Acquisitions and mergers
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Kinds of Organizational
Change Change in work process
A.K.A. reengineering
Possible reasons: Economic
Changes in technology, equipment,personnel
To improve quality or performance
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Kinds of Organizational
Change Change in work
process examples:
Technology-driven:paperless officecommunications,bulk mailings, debitcards, bioelectricalimpedance
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Kinds of Organizational
Change Change in organizational culture
Most basic and far-reaching type of change
Result from: Change in leadership
Change in mission
Change in management style
Evolution
Occur most rapidly during mergers,acquisitions, divestitures
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Kinds of Organizational
Change In health care, two common,
differing cultures are "high tech"
and "high touch"
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Managing Change
Decision making
Identify a problem to solve
Establish criteria
Weight criteria
List and analyze alternatives
Make and implement decisionEvaluate results
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Managing Change
Timing
Employees need time to pass through
5 stages of change: Become aware of the change
Understand it
Support it
Become actively involved
Become committed to the change
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Managing Change
Timing
Introduce staff to problem as soon as
it is identified If possible, allow group participation
in planning change
An adjustment period is necessary,either before or after change
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Managing Change
Communication
"Package" messages about change in
a positive mannerRecruit supportive staff members to
inform others
Distribute clear, correct information Avoid sharing information prematurely,before decisions are finalized
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Minimizing Stress during
Change Trust
Distrust of management = more
uncertainty Communication
More factual information = less
uncertaintyTwo-way communication helps
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Minimizing Stress during
Change Transition time
Introduction of multiple changes at once
Generates intense stress for a briefperiod
May work better with autocraticleadership style
Series of sequential changes
Less severe stress for a long period May work better with participative
leadership
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Minimizing Stress during
Change Employee assistance programs
Outplacement programs to help laid-
off workers find jobsStress management courses
Training programs to assist with
changing job functions
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Conclusion
Change is inevitable and is taking placemore rapidly than ever before.
People resist change for a variety ofreasons, many of which have to do withmiscommunication ormisunderstanding.
Organizations undergo three basictypes of changes: in structure, in workprocess, and in organizational culture.
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Conclusion
Change is managed by establishingtrust, using leadership effectively,
making good decisions, and maintainingpositive communication.
Employees should be given support andassistance to cope with the stress of
change in the workplace.