Upload
belle-lacson-ue
View
228
Download
0
Embed Size (px)
Citation preview
7/28/2019 Effecting Change
1/44
Effecting Change
Mae Belle G. Lacson
7/28/2019 Effecting Change
2/44
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.
7/28/2019 Effecting Change
3/44
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.
7/28/2019 Effecting Change
4/44
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.
7/28/2019 Effecting Change
5/44
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.
7/28/2019 Effecting Change
6/44
NOTE
Computerized charting mayincrease thecost for the consumers this should beproperly discussed by the administrators.
Changing the system means
comprehensive trainings for the staffs.
7/28/2019 Effecting Change
7/44
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.
7/28/2019 Effecting Change
8/44
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.
7/28/2019 Effecting Change
9/44
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.
7/28/2019 Effecting Change
10/44
NOTE
The new form should be properly introducedto all the staff nurses.
The goal of changing the form should bediscussed to all pediatric nurses.
7/28/2019 Effecting Change
11/44
TYPES OF CHANGE
1. Personal2. Professional
3. Organizational
7/28/2019 Effecting Change
12/44
1. Personal
DEFINITION
Achange made voluntarily for ones ownreasons, usually for self-improvement.
7/28/2019 Effecting Change
13/44
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
7/28/2019 Effecting Change
14/44
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
7/28/2019 Effecting Change
15/44
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
7/28/2019 Effecting Change
16/44
Organizational
DEFINITION
A planned change in an organization toimprove efficiency.
7/28/2019 Effecting Change
17/44
SCENARIO
EXAMPLES:
Change of Directors and administrators. Change from Line Organization toFunctional Organization.
Promotions of employees will also changethe people invloved in the structure.
7/28/2019 Effecting Change
18/44
Note:
It is sometimes used to improve efficiency
or improve financial standing or for someother organizational purpose.
7/28/2019 Effecting Change
19/44
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
7/28/2019 Effecting Change
20/44
Lewin 1951 - Force-Field Model
1. Unfreeze
2. Move to new3. Refreeze
7/28/2019 Effecting Change
21/44
1. Unfreeze
-the current or old way of doing is damaged
7/28/2019 Effecting Change
22/44
2. Move to new
-intervention or change is introduced and
explained
7/28/2019 Effecting Change
23/44
3. Refreeze
-new way of doing is incoporated into the
routines
7/28/2019 Effecting Change
24/44
Note
General model for most situations and
organizations.
7/28/2019 Effecting Change
25/44
Lippit 1958 - Seven Phases of Change
1. Diagnose Problem.
2. Assess motivation and capacity forchange.
3. Assess change agents motivation andresources.
7/28/2019 Effecting Change
26/44
4. Select progressice change objective.
5. Choose appropriate role of change agent.
6. Maintain change.
7. Terminate helping relationship.
7/28/2019 Effecting Change
27/44
Note
Good for changing a process and general
change.
Emphasized the participation of keypersonnel and the change agent indesigning and planning the intendedchange project.
7/28/2019 Effecting Change
28/44
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.
7/28/2019 Effecting Change
29/44
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.
7/28/2019 Effecting Change
30/44
Rogers 1983 - Diffusion of InnovationsTheory
1. Awareness
2. Interest3. Evaluation
4. Trial
5.Adoption
7/28/2019 Effecting Change
31/44
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.
7/28/2019 Effecting Change
32/44
SIX BEHAVIORAL RESPONSES TO
CHANGE
1. Innovators
2. Early adopters3. Early Majority
4. Late majority
5. Laggards6. Rejectors
7/28/2019 Effecting Change
33/44
1. Innovators
Change Embracers. Enjoys challenges ofchange and often lead change.
7/28/2019 Effecting Change
34/44
2. Early adopters
Open and receptive to change but notobssed with it.
7/28/2019 Effecting Change
35/44
3. Early Majority
Enjoy and prefer the status quo but do notwant to be left behind.
7/28/2019 Effecting Change
36/44
4. Late majority
Often known as the followers. The adoptchange after expressing negative feelingsand are often skeptics.
7/28/2019 Effecting Change
37/44
5. Laggards
Last group to adopt a change. They preferTradition and stability to innovation. Theyare somewhat suspicious of change.
7/28/2019 Effecting Change
38/44
6. Rejectors
Openly oppose and reject change. May besurreptitious or covert in ther opposition.They hinder the change process to thepoint of sabotage.
7/28/2019 Effecting Change
39/44
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.
7/28/2019 Effecting Change
40/44
CHANGE AGENT STRATEGIES
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.
7/28/2019 Effecting Change
41/44
CHANGE AGENT STRATEGIES
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.
7/28/2019 Effecting Change
42/44
CHANGE AGENT STRATEGIES
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.
7/28/2019 Effecting Change
43/44
CHANGE AGENT STRATEGIES
9. Maintain a positive attitude and do notget discourage.
10. Stay alert to political forces both for andagainst the project.
7/28/2019 Effecting Change
44/44
CHANGE AGENT STRATEGIES
11. Know the internal formal and informalleaders.
12. Having self-confidence and trust inoneself and ones team will overcome a lotof obstacles.