1.
Managing Change - Theories
David Stonehouse
Senior Lecturer
Tel: 01695 657003
E-mail: stonehod@edgehill.ac.uk
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2.
Change Theories
■ Leaders & Change ■ Resistance to
Agents Change
■ Planned Change ■ Comfort Zone
■ Emergent ■ Project
Approach Management
■ Kurt Lewin
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3.
Change is the constant &
stability the exception.
“A round man cannot be expected
to fit into a square hole right away.
He must have time to modify his
shape.” Mark Twain
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4.
“Change is not the same as
transition. Change is situational: the
new site, the new structure, the new
team, the new role , the new
procedure. Transition is the
psychological process people go
through to come to terms with the
new situation. Remember that
change is external and transition is
internal.”
William Bridges
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5.
Leaders in Change.
“It is the leader who is the innovator, who is
proactive and a motivator. He/she has a
vision of how things could be and the drive
and commitment to bring that vision to
fulfilment” (Stonehouse, 2011:510).
“managers cope with the complexities and
results of change while leaders inspire and
initiate change” (Smith and Langston,1999:6)
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6.
Change Agents
Often the person given the job of
implementing and leading the change
is called the change agent
(Marquis and Huston, 2009).
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7.
Planned Change
■ Cyclical process involving diagnosis,
action & evaluation, and further action &
evaluation
■ Triggered by the need to respond to new
challenges or opportunities presented by
the external environment, or in
anticipation of the need to cope with
potential future problems.
■ An intentional attempt to improve
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8.
The Emergent Approach
■ Change is seen as a continuous process
■ Stresses the developing & unpredictable nature
of change
■ Environment is increasingly dynamic & uncertain
■ Change as a period of organisational transition
characterised by disruption, confusion &
unforeseen events that emerge over long time-
frames.
■ No universal rules with regard to leading change
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9.
‘Unfreezing, Moving & Refreezing.’
– Kurt Lewin
Unfreezing Moving
•The nature of the change •Defining problems
needed
•Identifying solutions
•The methods planned to
•Implementing solutions
achieve the change.
•The needs of those affected
Refreezing
•The ways that progress will
•Stabilising the situation
be planned & Monitored.
•Building & rebuilding relationships
•Consolidating the systems
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10.
Forcefield Analysis – Lewin
(1947)
Driving forces S Restraining forces
T
for change A for equilibrium
T
U
S
Q
U
O
For effective organisational change to take place the status quo has to change:
• Identify forces for and against
• Identify key forces – list actions for reducing restraining forces
and maximising driving forces
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11.
Why Resistance?
“Because change disrupts the
homeostasis or balance of the group,
resistance should always be expected”
(Marquis and
Huston, 2009:176).
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12.
Key reasons for resisting change
Level of
See problem and solution
emotional/political but resist as feel threatened
involvement by the solution
See problem and solution
but resist as do not feel
involved in finding the solution
See the problem
but don’t agree with
the solution
See the problem
but not the solution
Don’t see the problem
Don’t care
Level of understanding
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13.
Resistance Can Be
■ Overt/Immediate
■ Covert/Implicit
The aim is for the resistance to be
overt, so that it is out in the open
and can be dealt with.
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14.
Individual Resistance To
Change
■ Do not recognise the need to change.
■ ‘If it isn’t broke, don’t fix it!’
■ Other things are the priority.
- Patients/staff needs
- do not have the time.
Kantor (2009:181) states that “the effort it takes
to manage things under routine
circumstances needs to be multiplied when
things are changing.”
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15.
Individual Resistance To
Change
■ Embarrassment about admitting that what they are
doing could be improved.
As the ‘Code of Conduct for Assistant / Associate
Practitioners and Healthcare Support Workers –
Working to Standards’ (Assistant Practitioners
Coordinator Network, 2011), states as support workers
you must improve the quality of your care through
updating your skills, knowledge and experience.
If we continue to try and hold onto our old way of working
we find ourselves trying to defend our past practices
while fighting against the change (Kanter, 2009).
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16.
Individual Resistance To
Change
■ Lacking trust in a person or organisation.
■ Anticipating a lack of resources.
- Time
- Equipment
- Staff
- Training
- Support
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17.
Organisational Resistance
To Change
■ Culture – traditions, customs, beliefs, unwritten
rules.
“If an organisations culture is one which is not
open to change and development then it will be
resistant” (Stonehouse, 2013: ).
May need a culture change.
Change of top management may be required
before a change in culture can take place.
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18.
Organisational Resistance
To Change
■ Maintaining Stability – change is seen as
being risky, a time of uncertainty.
Mullins (2010:757) states “the more
mechanistic or bureaucratic the structure,
the less likely it is that the organisation
will be responsive to change.”
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19.
Organisational Resistance
To Change
■ Threats to power or influence.
“the main resistance may well come
from middle and, especially, senior
managers who see their status, power
and personal beliefs challenged”
(Burnes,
2000:171)
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20.
Organisational Resistance
To Change
■ Investment in resources, time and
personnel.
Resources need to be invested in
the short term to get rewards in the
long term.
Costs need to be acceptable to the
organisation.
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21.
Organisational Resistance
To Change
■ Existing legal contracts or
agreements.
May need to wait until these can be
re-negotiated before a change can
take place.
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22.
The Change Agent
“The role of the change agent is to
recognise the causes of resistance ad
to address each one. If this is not
done, then the change will be much
harder to implement successfully and
may not even succeed at all”
(Stonehouse, 2012:256).
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23.
Rosabeth Moss Kanter
Interesting Solutions to
Resistance to Change
■ Wait ■ Reduce the stakes
■ Wear them down ■ Warn them off
■ Appeal to a higher ■ Remember that only
authority afterwards does an
■ Invite them in innovation look like
■ Send emissaries the right thing to have
■ Display support done all along
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24.
Ways to Overcome
resistance!
■ Communication.
■ Open, honest, with no secrets or surprises
■ Involve everyone, which develops ownership
“The More that staff are actively involved in
reaching towards an agreed solution, the more
constructive their response is likely to be”
(Aubrey, 2011:140).
■ Share the vision.
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25.
Resistance to Change a
Positive!!
■ Should be seen positively.
■ Resistance strengthens the change
outcome, making it more robust and
error free.
■ Often the fault is not with the
recipients of change, but with the
Change Agent.
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26.
Resistance to Change a
Positive!!
“Resistance is not simply a force to
overcome; it indicates a different
viewpoint that should be listened to
and explored”
(Newton, 2009:257).
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27.
PANIC
ZONE
DISCOMFORT
COMFORT ZONE
ZONE
Comfort Zone – people stay here, don’t change, don’t learn
Discomfort Zone – people uncertain, most likely to change, most likely
to learn
Panic Zone – people freeze, will not change, will not learn

28.
What Is A Project
■ “A unique set of co-ordinated
activities, with definite starting and
finishing points, undertaken to meet
specific objectives within defined
schedule, cost and performance
parameters.”
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29.
What Is A Project
■ Has a start and finish time
■ Creates something new or improves
something already there
■ Performed by people and teams
■ Has resource issues
■ Planned and controlled
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30.
What Is A Project
■ “A temporary endeavour undertaken
to create a unique product service
or result.”
- Temporary
- Unique
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31.
What Is NOT A Project
■ Your day to day activities.
■ What is routine.
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32.
Project Teams
For people who are working together
on a common task or project.
Come together for a specified time.
- Used within the military, aeronautics
and space agencies.
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33.
A Successful Project is
■ Completed on Time.
■ Within Budget.
■ Quality
■ Satisfaction of Stakeholders &
Organisation.
■ Satisfaction of the Project Team
Members.
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34.
A Project Should Be
SMART
S = Specific
M = Measurable
A = Achievable or A = Agreed To
R = Realistic or R = Realistic
T = Time-based.
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35.
The Five Phases of
Project Management
1. Initiation
2. Planning
3. Executing
4. Monitoring
5. Closing
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36.
References
Assistant Practitioners Coordinator Network (2011) Code of Conduct for
Assistant / Associate Practitioners and Healthcare Support Workers – Working
to Standards. National Health Service North West, Manchester.
Aubrey, C. (201) Leading And Managing I The Early Years. Second Edtiion.
London: Sage.
Burnes, B. (2000) Managing Change: A Strategic Approach To Organisational
Dynamics. Third Edition. Essex: Pearson Education Ltd.
Kanter, R.M. (2009) ‘Managing The Human Side Of Change.’ In: Price, D. (ed)
The Principles And Practice Of Change. Hampshire: Palgrave MacMillan. Pp
175-183.
Kanter, R.M; Stein and Jick (1992) The Challenge of Organizational Change.
New York: Free Press.
Marquis, B. L. & Huston, C. J. (2009) Leadership Roles and Management
Functions in Nursing. Sixth Edition. Philadelphia: Lippincott Williams & Wilkins.
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37.
References
Mullins, L.J. (2010) Management and Organisational Behaviour. Ninth
Edition. London: Financial Times Prentice Hall.
Newton, R. (2009) The Practice And Theory Of Project Management:
Creating Value Through Change. Hampshire: Palgrave Macmillan.
Smith, A. & Langston, A. (1999) Managing Staff in Early Years
Settings. London: Routledge.
Stonehouse, D. (2011) ‘Management and Leadership For Support
Workers.’ British Journal of Healthcare Assistants. October. Vol 05. No
10.
Stonehouse, D. (2012) ‘Resistance To Change: The Human
Dimension.’ British Journal of Healthcare Assistants. September. Vol
06. No 09
Stonehouse, D. (2013)
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