Presentation on theme: "Overview How the change is implemented is critical for the successful adoption of new information resources Review several models and concepts for managing."— Presentation transcript:
1 Strategies for Managing Change - regarding the adoption of HINARI (module 6.4)
2 OverviewHow the change is implemented is critical for the successful adoption of new information resourcesReview several models and concepts for managing changeApply these methodologies to your institutional setting regarding the adoption of HINARI
3 Broad Concept of Change “Change is a permanent part of life. No matter who we are, where we live, how old or young, we all make changes in our lives. Most of us struggle with change…The ways we change inside, the ways we grow and learn, and become transformed are because of the changes in our lives.”Orlando A, Anaam C. The Change Agent
4 Change agentan individual who influences clients’ decisions in a direction deemed desirable by a change agency; roles includedevelop the need for changediagnosis the problemestablish information exchange channelscreate an intent to change in the clientstranslate an intent into actionstabilize adoption and prevent discontinuance
5 Conditions for successful change dissatisfaction with the status quopeople have the necessary knowledge and skillstools needed to are availableimplementers have time to learn, adapt, integrate and reflect on changerewards or incentives exist for participantsparticipation in process is expected and encouragedhave support for innovation by key players and stakeholders
6 Resistance to change lack of trust perception that change is not necessaryperception that change is not possiblerelatively high costfear of personal failureloss of status or powerthreats to values and ideassocial, cultural or organizational disagreementsresentment of interference
7 Exercise 1Think of one successful change in your work environment. List the successful change variables that were in place. What was the critical factor(s) for the success of the change?Think of some unsuccessful change from your environment. List the resistance to change variables that were present. What was the critical factor(s) that thwarted the change?
8 Exercise 1Regarding the use and implementation of HINARI, list some of potential resistance to change factors in your institutional setting.
9 Three PhasesUnfreezing phase - old ways are no longer appropriate and that change is neededChanging phase - select an appropriate and promising approachRefreezing phase – the new approach is implemented and it becomes established
10 Everett Rogers: Innovation/Decision Process Model
11 Rogers: Adopter Categories innovators - the first 2.5% to adopt the innovationearly adopters - the next 13.5% to adopt the new ideaearly majority - next 34% of the adopterslate majority - the next 34% to embrace the changelaggards - the last 16% to adopt the innovation
13 Adopter Categories Definitions Innovatorshave a great interest in new ideas and a desire to be daring and riskycan cope with uncertainty regarding changemay not be respected by other members of the organizationEarly Adoptersare the critical group for change/opinion leaderscontain role models for others that respect them for judicious ‘innovation decisions’are not too far ahead of the organization as compared to innovatorsdecrease uncertainty when they adopt new ideas
14 Adopter Categories Definitions Early Majorityadopts new ideas before the average members of the organizationnot opinion leaders/make decisions slowly and carefullyfollow with deliberate willingness in adopting change but rarely leadLate Majorityadopts innovations after the majority of the organizationgenerally are skeptical and cautiousrespond to pressure from their peers and new organizational norms
15 Adopter Categories Definitions Laggardsare isolated and interact with others with traditional valuesusually make decisions on what has been done in the pastpossess almost no opinion leadersoften are suspicious of change and change agents
16 Rogers: S-shaped Curve a period of slow adoption before experiencing a sudden period of rapid adoption and then a gradual leveling off
17 Exercise 2For the successful utilization of HINARI in your institution, identify individuals that would be:InnovatorsEarly adoptersEarly majorityLate majorityLaggardsOpinion leaders in the early adopters’ group
18 Exercise 2List two or three strategies you would use to work with the opinion leaders.How would you deal with the laggards (and you can be honest)?
19 Useful Strategies establish a sense of urgency create a guiding coalitiondevelop a compelling vision and strategycommunicate the change vision widelyempower stakeholders for broad-based action on the visiongenerate short-term winsconsolidate gains and produce more changeanchor new approaches in organizational culture
20 Exercise 3For your institution’s adoption of HINARI, how would you utilize the strategies and suggestions listed above?What would be most useful and why?Identify the key (most difficult) issues to overcome for the successful adoption/utilization of HINARI.What strategies do you propose to surmount these hurdles?Implement the strategy that you have developed (to be done after the completion of the course)!
21 Strategy for Stakeholders Identify the stakeholders whose commitment is required.For each type of stakeholder, describe the needed change, perceived benefits and expected resistance.Develop action plans including ones for the stakeholder groups that are not sufficiently committed.One critical group often ignored is higher-level administration; they must be included one of the key groups.
22 Exercise 4For the optimal use of HINARI, who are the key ‘stakeholder groups’?How would each group benefit from HINARI?Which would be the most difficult group to work with and what strategy would you use?How would you involve the administration?
23 Cautionary note Consequences of innovation can include undesirable consequences:direct or immediate resultsindirect or consequences that are a result of the innovationanticipated or recognized/intended changesunanticipated consequences that are neither intended or recognized
24 Goal of innovation or change Dynamic equilibriumChange occurs at a rate that the institution can cope with itSystem can adapt to the changeThe organization is not overloaded with too rapid change that leads to an inability to adjust or disequilibriumCan this be achieved with HINARI?