1.
 A Health Care Change Initiative team up by Public
Sector Support
 Improving the working process (Vaasa, Laiha and
Vohakyro)
 Sampling technique identify problems and finding the
appropriate model to support the collaborative
innovation management for organizational
sustainability and continuous improvement.

2.
 Casual attitude towards collaboration
 Innovation possible only with more workforce
 Senior junior relation issue
 Lack of time and eagerness.
 Trust level is visible between supervisor and colleagues
within the department but not outside the dept.
 Work process delays due to lengthy hierarchical control
 Meetings required long early notice
 Resources allocation is a major issue
 Quality of service can be improved by providing
telemedicine, ehealth, epromotion.

3.
 Kurt Lewin 1951
 Unfreez
 Change
 Refreez
• This Model Identify that the majority of the people prefer to
function within zones of comfort.
• Easy to use major companies prefer it to enact major changes.
• But Its time consuming
• Last step is criticized because of permanent sealing.
• Not suitable in current scenario for being too simplified for
relatively modern work like Laiha and Vohario; complex ego issues.

4.
 Kubler Ross 1969
• An Individual’s reaction to the change is well captured
• Not all change is bad, but this model consider the worst reaction
to the change,
• Difficult to identify the transition
• Difficult to apply to a group
• Not useable in current scenario for being too regid and being too
emotionally deep. All employeed cann’t experience all stages.

5.
 Kotter’s 8 steps 1996
• Clear steps which can give guideline; preparing and accepting change
• Fits well into the culture of classical hierarchies.
• Can be useful to get the maximum from key employees.
• It a top down model, no room for co-creation or participation.
• Can lead to frustration among employees if the stages of grief and
individual participation cannot be taken to consideration.
• Although it’s a very rational model but not suitable for OSUVA, it is
similar to lewins model

6.
 William Bridges 1991
• To understand how people feel psychologically as change happens.
• Highlights the difference between change and transition.
• Must be used with kotter’s 8 steps or lewin’s model.
• Change happens to people and transition happens inside people’s
mind when they are presented with the change
• But this model is not suitable for OSUVA though.

7.
 Mckinsey 7-S
• Combines rational and emotional components
• Offers a holistic approach to understand an organization
• Understanding the system change and its effects
• All parts are interconnected.
• One Fails all fails.
• Create a fundamental cultural change

8.
 ADKAR 1998
• Provides a clear management check list to manage a change
• Provides that the individual change, not the organization
• Encapsulates the business dimension and individual change
• Missing out on the role of leadership to create clarity and provide
directions to change.
• Emphasis on process of change not the people get affected by change.
• Suitable in current scenario as it has the ability to judge the readiness
among employees is required because the employees had developed
strong resistance for the change.
• ADKAR offer an option of barrier point.