PLANNING FOR CHANGE

Change occurs over time often fluctuating between intervals of change then
atime of setting and stability .change management entails thoughtful planning
and sensitiveimplementation ,and above all, consultation withand involvement of
,the people affected by the change .if you force change on people normally
problems problems arise. Change must be realistic ,achievable and measurable .
these aspects are especially relevant to managing personal personal change.

DEFINITION:-
PLANNING :- planning refers to thinking ahead of time and formulation of
preliminary thoughts.
PLANNED CHANGE:- planned change entails planning and application of strategic
actions designed to promote movement towards a desired goal.
PLANNING CHANGE is a change that results from that results from a well thought
out and deliberates effort to make something happen .it is deliberate application
of knowledge and skills by a leader to bring about a change.
CHANGE AGENT:- a change agent is one who generates ideas ,introduces the
innovation and works to bring about the desired change…

A change agent is someone who deliberate tries to bring about a change or

innovation ,often associated with facilitating change in aorganization or
institution . to some degree ,change always involves the exercise of power,
politics and interpersonal influence. It is critical to understand the existing power
structure when change is being contemplated.
A change agent must understand the social ,organizational and political identities
and interest of those involved ,must focus on really matters ,assess the agenda of
all involved parties and plan for action . the change agent should have the
following qualities:-
The ability to combine ideas
The ability to energize others
Skills in human relations
Integrative thinking
Flexibility modify ideas
Persisitant confident and has realistic thinking
Trustworthy
Ability to articulate a vision
Ability to handle resistanace
ASSUMPTIONS REGARDING CHANGE
Change represents lose. Even if th change is positive there is a loss of stability . te
leader of change must be sensitive to the loss experienced by others
The most consistent the change goal is with the individuals personal values and
beliefs , the more likely the change is to be accepted . likewise the more difficult
the goal is from the individuals personal values the more likely it is to be rejected.
Those who actively participate in change process feel accountable foe the
outcome.
Timing ois important in change .with each successive change in a series of
changes , individual’s psychological adjustment to schange occurs more slowly .
and for this reason the leder of change must avoid intiating too many changes at
once.

The key principles driving the element of the elements of the change
management are:-
Targeted commitment levels
Executive ownership
Visible , sustained sponsorship
Deployment , implementation support and monitoring
Employee support
Post deployment preparation

Strategies for planned change

In general three categories of change models exist : empirical –rationale ,power –
coercive and normative –educative model.
Rationale –emperical
This strategy empahasizes reason and knowledge . people are considered
rationale beings and will adopt change if it is justified and in their self interest .
here the change agent’s role I scommunicating the merit of the change to the
group. If the change is understood by the group to be justified and in the best
interest of the organization , it is likely to be accepted . this strategy is useful
whwn little resisitance to change is expected . it is assumed that once if the
knowledge and rationales are fgiven , people will internalize the need foe change
and value the result.
Normative – reeducative
This is based on the assumption that group norms are used to socialize
individuals. The success of this approach often requires a change in attitude ,
values or relationship .this strategy is most used when the change is based on
culture and relationship within the organizations. The power of the change agent
both positional and informal becomes integral to the change process.
Power –coercive
This approach is based on power authority and control . desired change is brought
about by political or economical power. It requires that the change agent have
the positional agent have the positional power to mandate the change. The
outcome of change is often based either on follower’s desire to please the leader
or fear of the consequences for not complying with the change. This strategy I
seffective for legislated changes , but other changes using this strategy are often
short lived .
Barriers to change and strategies to overcome
It is important to identify all potentials barriers to change , to examine them
contextually with those affected by proposed change and to develop strategies
collectively to reduce or remove the barriers.
BARRIERS TO CHANGE AND STRATEGIES TO OVERCOME
BARRIER DISCUSSION STRATEGY
Desire to remain in our Those who become
comfort zone increasingly attached to Rational –emperical
familiar way of doing strategies
things often view change
as an unwelcome
disruption

Inadequate access to Lack of information , Rational –emperical

information inability toread and strategies
understand the available
resources

Lack of shared vision Lack of widespread Normative – reeducative

involvement ,input and
owernship of change will
cripple a change effort

Lack of adequate Involving individuals in Rationale –empirical and

planning planning gives a sense of Normative – reeducative
control and decreases
their resistance to
change

Trust in the change agent Rationale –empirical and

Lack of trust and ability of self to bring Normative – reeducative
about change is
necessary
 BARRIER DISCUSSION STRATEGY
Resistance to change Cooperation and
involvement of the Normative – reeducative
whole team will only
bring effective and
lasting changes
Poor timing or Poor timing and lack of
inadequate time planned planning can fail to bring Introducing change at a
desired chnage atime when people are
ready to change
guarantees success

Fear that power , Every change represents Normative – reeducative

relationships , or contr potential for loss to
someone

TYPES OF CHANGES
HOHN (1998) identified four different types of change : Change by exception : this
occurs whn someone makes an exception to an existing belief system . for
instance , if aclient believes that all nurses are bossy , but then experiences
nursing care from a much modulated nurse , they may change their belief about
that particular nurse , but not all nurses in general.
Incremental change: a change that happen so gradually that an individual ia not
aware of it.
Pendulum changes: are changes that result in extreme of points of view.
Paradigm change; involves a fundamental rethinking of premises and
assumptions and involve a changing of belief , values and assumptions about how
the world works.
CHANGE THEORIES IN NURSING
Change theories are used in nursing to bring about planned change. Planned
change involves , recognizing a problem and creating a plan to address it. There are
various change theories that can be applied to change projects in nursing. Choosing
the rights change theory is important as all change theories do not fit every change
project. The characteristics of change theories are –
Problem identification
Plan for innovation
Strategies to reduce innovation
Evaluation plan

KURT LEWIN’S CHANGE THEORY

Kurt Lewin’s has be acknowledged as “the father of social change theories” and
presents simple yet powerful model to begi the study of change theory and
processes.
“Unfreezing” involves finding a method of making it possible for people to let go of
an old pattern that was counterproductive in some way . in this stage the need for
change is recognized the process of creating awareness for change is begun and
acceptance of the proposed change is developed.
“Moving to a new level” involves a process of changes – in thoughts ,feelings,
behaviour or all three. That is in some way more liberating or more productive.
Lewin also created a model called “force field analysis” which offers direction for
diagnosing situations and managing change within organizations and communities.

Lippitt’s phases of change theory

Lippitt’s theory is based on bringing in an external change agent to put in plan to
place to effect change . the seven phases shift the change process to include the
role of achange agent through the evolution pof the change-
Phase 1: diagnose the problem
Phase2: assess the motivation and capacity for change
Phase3: assess the resources and motivation of the change agent
Phase4: define progressive stages of change
Phase5: ensure the role and responsibility of the change agent is clear and
understood .
Phase6: maintain the change through communication , feedback and group
coordination
Phase7: gradually remove the change agent from the relationsip , as the change
becomes part of an organizational culture.
HAVELOCK’S CHANGE MODEL
Havelock’s change theory has six stages and Is a modification of the lewin’s theory
of change . the six stages are building a relationship , diagnosing the problem,
gathering resources , choosing the solution, gaining cceptance and self renewal.
In this theory there is a lot of information gathering in the initial stages of changes
during which staff nurses may realize the need for change and be willing to accept
any changes that are implemented .
JOHN’S P KOTTER ‘S EIGHT STEPS TO SUCCESSFUL CHANGE
KOTTER’S EIGHT STEP CHANGE MODEL CAN BE SUMMARIZED AS-
Increases urgency – inspire people to move , make objectives real and relevant.
Build the guiding team – get the right people in place with the right emotional
commitment and the right mix of skills and levels.
Get the vision right – get the team to establish a simple vision and strategy focus
on emotional and creative aspects necessary to drive service and efficiency.
Communicate for buy –in – involves as many people as possible , communicate the
essentials , simply and to appeal and respond to people’s needs.
Empower action- remove obstacles , enables constructive feedback and lots of
supports from leaders- reward and recognize progress and acheivements.
Create short term wins – set aims that are easy to achieve – in bite –size chunks.
Finish current stages before starting new ones.
Don’t let up- foster and encourage determination and persistence- ongoing
change-encourage ongoing process reporting –highlight achieved and future
milestone.

GENERAL CONSIDERATION FOR PLANNING CHANGE

Secure and maintain commitment to change
Define anfd communicate desired end state
Identify critical success factors
Establish targets and prioritize activities
Develop the theme
Understand why the change is required
General consideration for planning change
Secure and maintain commitment to change
Define and communicate desired end state
Establish targets ans prioritized activities
Develop a theme
Understand why the change is desired.
CHALLENGES MET BY THE CHANGE LEADERS
Dispense with controlling and planning
Operate on the margin between order and disorder
Develop new organizations with te help of everyone
Allow individual autonomy
Encourage information sharing among staffs.
Promote staffs knowledge of others works.
BIBLIOGRAPHY
1.Deepak k “A comprehensive textbook on Nursing
Managememt”, 1 Edition Published by –Manjunath S .Hedge ,
page no-
2.Basvanthappa BT “ Textbook of Nursing Administration “, 3 rd
edition published by –Jaypee brothers page no-185
3.D Elakkuana Bhaskara Raj “ Text book of Management of
Nursing”, 2nd edition page no- 157
4.Linda “ management and leadership for nursing
administration”, 5th edition page no-399
5.https://www.business.qld.gov.au/business/employing/...c
hange/planning-for-change
6.www.unep.org/pdf/UNEP_Planning_for_change_2008.p
df
7.www.healthknowledge.org.uk/sites/.../changem/Change
ManagementWorkbook1.
GOVERNMENT COLLEGE OF NURSING
NURSING MANAGEMENT
SEMINAR
PLANNING FOR CHANGE