AttitudeThe attitude is the evaluative statements or judgments concerning objects, people, or events.

More precisely attitudes can be defined as a persistent tendency to feel and behave in a particular way toward some object which may include events or individuals as well. Attitude can be characterized in three ways: First, they tend to persist unless something is done to change them. Second, attitudes can fall anywhere along a continuum from very favorable to very unfavorable. Third, attitudes are directed toward some object about which a person has feelings( sometimes called affect) and beliefs.

BARRIERS TO ATTITUDE CHANGEChange of attitude is needful and basic requirement of all employees in an organization. Whenever changes are done many barriers appear. Barriers to attitude change are discussed below: Barriers to attitude change Prior commitment Insufficient information

Prior

commitment,- when people feel that a commitment

towards a particularcourse of action which have already been agreed upon. Thus it becomes difcult for them to change or accept the new ways of functioning in this way of changing attitude. insufcient information Insufcient information also acts as a major barrier to change attitudes. Sometimespeople simply see any reason to change their attitude due to unavailability of adequate information in this way of changing attitudes. TYPES OF ATTITUDE

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Job satisfaction, job involvement and organizational commitment are basic essential toolswhich are adopted by all employees in an organization then the organization will expect good results in terms of prot, survival, growth and development. Types ofAttitude 1)Job saticfaction Job invovlment 3 )Orgabizatinal commitment It is a collection of positive and/or negative feelings that an individual holds toward his or her job. Refers to an individuals general attitude towards his or her job. Definition Attitude According to Gordon Allport Attitude as a mental and neutral state of readiness, organized through experience, exertinga directive or dynamic inuence upon the individuals response to all objects and situationswith which it is related. Attitude According to PR Lawrence Attitude represents the cluster of beliefs, ra intentions toward an object assessed feelings and behavio

Attitude According to Munn Attitudes are learned predispositions towards aspects of out of environment. They arepositively or negatively directed towards certain people, services or institutions. Understand thebarriers to change
To develop a successful strategy for change, you need to understand the types of barriersfaced in healthcare. Using this knowledge, you can consider which barriers and levers mayoperate in your organisation and which may be relevant to a particular problem. Followingcareful consideration, it is possible to develop a tailored approach to overcome the barriers,encourage changes in behaviour and ultimately implement guidance.

Awareness and knowledge

Awareness and knowledge of what needs to change and why, are vital first steps in enablingchange to occur. Evidence shows that healthcare

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professionals are often unaware of, andlack familiarity with, the latest evidence-based guidance. In addition, they may be aware thatnew guidance has been issued but dont know how their current way of working needs tochange to ensure they provide the best care for patients in line with the guidance. Someprofessionals may feel that guidance undermines their autonomy or is not applicable to theirpopulation, and so dont consistently refer to it.

Part 1
Motivation
Motivation is a fundamental part of nearly everything we do. External factors can drivemotivation and change behaviour, for example, the provision of incentives or penaltiesimposed as part of regulatory checks. But internal factors, such as individuals selfmotivation,drive and desire to improve are very important too. Intentions and goals canimpact on how much people want to change. Their priorities and commitments mayalso interfere with their ability to change.

Acceptanceand bAn individuals personal beliefs and attitudes

impact significantly on the way they behave.Perceptions of the benefits of any proposed change versus the costs, both practical andfinancial, can be important. Perceptions of the views of others may also have an impact.Some healthcare professionals may find it difficult to accept new guidance if it is inconflict with other guidance issued by professional bodies or the opinion of an influential colleague. Other professionals may not believe that recommendations reflect the evidenceor that they will achieve better patient outcomes. A persons belief in their own ability toadopt a new behaviour also has an impact on whether a change is

Skills

To make change happen, individuals need to know not only about what needs to change, but also how best to competently carry out the change. Healthcare professionals may need training to ensure they have the skills to deliver best practice.They may need the time to learn new skills and practice them. Support from peers ormentoring might be needed. Individual abilities, interpersonal skills and coping strategieswill also affect how easy or difficult it will be for individuals to learn new

Practicalities

Practical barriers can involve a lack of resources or personnel, or difficulties in establishing service delivery. New equipment might be needed in order to enable new guidance tobe followed. In some cases Parul m.com

the configuration of services or the infrastructure of theorganisation may need to be altered to allow for change to happen. Another practicaldifficulty is maintaining change in the long term. If key members of staff leave or prioritiesshift it may be difficult to maintain any changes that have been introduced. skills.

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