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© 2010 Jones and Bartlett Publishers, LLC
Umiker's Management Skills for the New Health
Care Supervisor, Fifth Edition
Charles McConnell
© 2010 Jones and Bartlett Publishers, LLC
Chapter 29
Managing ChangeManaging Change
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General Kinds of Change
Organizational changes.
New systems, structures,
procedures, or equipment are
introduced.
Jobs are restructured.
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Essentials of Change
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Essentials of Change
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Barriers to Change
dysfunctional teamwork, typified by
individuals pulling in separate
directions;
satisfaction with the status quo;
unjustified pessimism about the
ability to change;
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Barriers to Change
ego or personality problems;
territorial imperatives—defending
boundaries or seeking to annex the
territory of others;
lack of vision or support by upper
management;
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Barriers to Change
inflexible systems, policies, or
procedures;
work overload—”no time for change”
lack of confidence in leaders.
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Employee Concerns
Fear is the strongest employee
stressor concerning change: fear of
the unknown; fear of failure or
reduction in one’s influence; and
fear of job loss, demotion, transfer,
or reassignment.
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Well-defined Goal
A well-defined goal is a prerequisite for
implementing change. Objectives are:
1. To select the right people,
2. To prepare and motivate people
3. To obtain the other necessary
resources, and
4. To carry out the change.
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The “Plan” Considers:
What is the proposed change?
Will the change fit the existing culture?
Who wants the change?
When should serious planning begin?
Where will we find the space, funds, and
people?
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Question the Plan
Is it concise and clearly written? Does it
include action steps?
Was it distributed to the right people?
Has there been sufficient input from
others?
Are there formal and informal networks
that can lend credence and support?
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The Essential Element
COMMITMENT
of all concerned
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For Successful Implementation
Clarify strategies and plans.
Mobilize resources. (Choosing the
right people is especially critical.)
Introduce new practices slowly.
Provide all needed education.
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For Successful Implementation
Provide and solicit feedback
continuously.
Run interference for the team
members.
Do not nitpick or be a bottleneck.
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Monitor Progress
Major change efforts require
constant monitoring. Things do go
wrong; unexpected situations
develop. A great many change
implementations fail for lack of
monitoring and follow-up.
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Rewards
Hanging on to established habits makes
sense to employees when their former
reward system remains in place. Try to
restructure the way people are
compensated to appear consistent with
new demands on employees.
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Helping Employees Through Change
Promise new positions, if this is possible
Offer retraining opportunities
Recommend early retirement packages
Reassuring that jobs will be eliminated
only by attrition (this must be a strong
commitment by top management)
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Supervisor’s Can Help By:
Using active listening skills and empathy
Legitimizing employees’ feelings and
expressions
Ensuring that training measures meet
the needs of employees
Showing understanding but holding firm
on the need for the change
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Supervisor’s Can Help By:
Searching for specific needs and problems Exploring ways of achieving desired changes
through conflict management skills Displaying technical and managerial
expertise Being patient Never promising what cannot be delivered
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Change Resistors May:
intentionally “forget” to do things,
incite the resistance of others,
do exactly what the supervisor
requests when they know it’s wrong,
or
set up roadblocks.
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Supervisory Commitment
Your actions speak far louder than
your words in this regard, so “walk
the talk.” Be obvious and
passionate in your determination to
follow through