1. Changing Theory
Razan sabneh
Anhar abo maarofe

2. Outline : objectives Definition of change Type of change.
Change agent strategies.
The change process.
Resistance to change.
Change theories.
Summary
Conclusion.
references.
Articles .

3. Objectives : - At the end of this seminar the student will be able to:
Define of change within 3 min.
Differentiate between types of change within 7 min.
List the change theories and characterize them within 15 min.
Recognize agent strategies within 5 min .
Identify change process correctly within 5 min.
Explain resistance to change and how to deal with it within 5 min.

4. Change :The process of making something different from what it was.

5. Transition: the process people go through to come to terms with change.

6. Charachtristic of change
planned and welcome
Unplanned and welcome
Unplanned and unwelcome
planned and unwelcome

7. Charachtristic of change
Unplanned and welcome : A happy surprise such as receiving an award or personal acknowledgement
Unplanned and unwelcome: a change for which the individual is unprepared and that cause anger ,pain ,concern ,anxiety ,loss of control or distrust.( Emergence situation )

8. 3. planned and welcome : achievement of a goal ,advancement ,successful bid for additional funds. 4. planned and unwelcome : a change that is anticipated ,for which there is time to plan , but is perceived as less favorable than the current situation ,or one in which a significant loss is anticipated.

9. Change agent strategies:
power-coercive strategy : is based on the application by power by legitimate authority, economic sanction or political clout.
Empirical-rational strategy :based in knowledge ,not authority.
Normative-re-educative strategies: based on the assumption that people act in accordance with social norms and value.

10. The change process: Identify the problem . Data collective . Analysis.
Planning.
Implementation.
Evaluation.

11. six typical ways in which people respond to change :
love the change and thrive on it
early adopter : receptive to change but need a little more persuading at beginning
The early majority : prefer the status quo but eventually accept the change
The late majority : resistive , accepting change after most other have.
Laggards : dislike change and are openly antagonistic.
Rejecters : actively oppose and may even sabotage change.

12. Resistance
-Resistance to change is the be expected for number of reasons:
lack of trust.
fear of failure.
loss of status or income.
misunderstanding and believe that change Is not necessary.

13. How to deal with resistance to change:
Speak in person and privately with those oppose the change.
Clarify information.
Be open to suggestion but clear about the overall purpose and goals.
Discuss the consequences of resistance (e.g. threats to organizational success).
Emphasize the goals of the change and how the individual or group will benefit.

14. continue…
Keep resisters involved in face to face contact with supporters.
Maintain a climate of trust , support and confidence.
Divert attention by creating a different focus.

15. Resistance to change can be recognized in such statement as :
We tried that before.
It won’t work .
No one else does it like that.
We’ve always done it this way.
We don’t have the time.
It will cause too much commotion .
You’ll never get it past the board .
Let’s wait a while.
Every new boss wants to do something different.
Let’s start a task force to look at it ;put it on the agenda.
. نحنا حاولنا تغير من قبل
ما بدي اعمل
ما حدا حابب الموضوع
دتيما بنعمل بهاي طريق ما في تغيير
عشان نمشي بهاد التغييرما عنا الوقت
هاد اشيب بسبب فوضى
هاد التغيير بدو وقت لتغير

16. ChangeTheories 4.bridges‘model of managing transitions
1. Lewin’s force-field Model 2.Lippit’s phases of Change 3.Roger’s Diffusion of Innovations
4.bridges‘model of managing transitions

17. Lewin’s Force-Field Model
**A social-psychological view
He sees behavior as: a dynamic balance of forces working in opposing directions within a field.
Driving forces: behaviors facilitate change because they push participants in the desired direction.
Restraining forces:bahaviors impede change because they push participants in the opposite direction.

19. Unfreezing The first step Existing equilibrium Gather data
accurately diagnose the problem
motivate participant by getting them ready for change
recognize for the need to change
make other aware of the need for change

20. Moving *the second stage *Implementation
*Move the target system to a new level of equilibrium
*get participants to agree that the status quo is not beneficial to them
*encourage participants to view the problem from a new perspective

21. Refreezing At the new level of equilibrium
The last stage
The need for the stability of the newly implemented structures
Formulation of new rules
At the new level of equilibrium
reinforce the new pattern of behavior
( formal , informal).
Ex: (policies, communications )
support others so that the change remains.

22. Lewin’s theory compared with the nursing process
unfreezing stage
assessment
Moving stage
Planning/implementation
Refreezing stage
Implementation/evaluation

23. Lippitt’s Phases of Change
Lippitt,waston and westly (1958) extended lewins theory to a seven steps process
Focused more on what the change agent must do than the change itself.
Change agent :the person who initiates and manage the change process,must do rather than on the evaluation of change itself .

24. Lippitt's theory Diagnose the problem
Assess motivation and capacity for change
Assess change agent's motivation and resource
Select progressive change objective
Choose appropriate role of the change agent
Maintain change
Terminate the helping relationship

25. Nursing process elements of Lippitt's theory
Phase 1. Diagnose the problem
Phase 2. Assess motivation and capacity for change
Phase 3. Assess change agent's motivation and resource
Phase 4. Select progressive change objective
Phase 5. Choose appropriate role of the change agent
Phase 6. Maintain change
Phase 7. Terminate the helping relationship

26. Lippitt's theory (continue)
1)Diagnose problem
Involve the key people in data collection and problem solving.
2)Assess motivation
-Assess motivation and capacity for change.
-What are the financial and human resources constraints?
- Are the Structure and function of the organization conducive to change ?
-What are the possible solution, which are preferred?

27. Lippitt's theory (continue)
3) Assess change agent’s motivation and resources.
-This assessment is important to assess change agent’s:
commitment to change
energy level
future ambitions
4) Select progressive change objectives.
Develop the action plan
Evaluation criteria
Specific strategies

28. Lippitt's theory (continue)
5)Choose change agent role
6)Maintain change
-Component of this phase is:
Communication
Feedback
Revision
Coordination
7)Terminate the helping relationships

29. lippit’s theory compared with nursing process
terminate the helping relation ships
maintain change
Select progressive change objective
Choose appropriate role of the change agent
Diagnose the problem
Assess motivation and capacity for change
Assess change agent's motivation and resource
Assessment
Planning
Evaluation
Implementation

30. Rogers diffusion of innovations
Rogers (1983)takes different approach than lewin or lippitt .
Rogers focuses on the uptake of innovative practice .
His five–step innovation

31. Rogers diffusion of innovations
This model could be particularly useful when helping people adapt to new technology(hand –held electronic diaries )or ways of working (telephone device ,telemedicine ).
According to Rogers there are two important aspects of successful planned change :
Key people
Policy –makers (must be interested in the innovation and committed to making it happen .

34. Lippitt’s Roger Lewis Lewin’s force-field model : Unfreezing Moving
Refreezing
Diagnose problem
Assess motivation
Assess change agent’s motivation
Select progressive change objects
Choose change agent role
Maintain change
Terminate helping relationship
Knowledge/Awareness
Persuasion/Interest
Decision
implementation
confirmation

35. Bridges’ model

36. Bridges’ model
Maintaining endings:help people let go of old ways and old identities
Leading people through the neutral zone:after people let go of the old ways they enter phase where the situation is neither what it was before nor what it will become
Launching new beginning :the final phase of transition is the new beginning ,the release of energy in new direction and the expression of a new identity

37. Summary
-Change :The process of making something different from what it was.
-Characteristic of change : unplanned and welcome, planned and welcome , unplanned and unwelcome , planned and unwelcome.
- The change process :Identify the problem ,Data collective ,
Analysis ,Planning ,Implementation , Evaluation.
- How to deal with resistance to change
-Change Theories: Lewin’s force-field Model , Lippit’s phases of Change , Roger’s Diffusion of Innovations, bridges‘ model of managing transitions.

38. Conclusion
-Change theories are useful to apply it when we want to make a change because it help us to achieve the change in the right ways ,so I advice the change agent in all organization especially in hospital (nurses)to apply it .

39. Reference:
Sullivan, E. & Decker. P. (2005). Effective leadership and management in nursing. 6th ed. Upper saddle River, NJ: Pearson Prentice Hall
Arkowitz H (2002) Toward an integrative
perspective on resistance to change. Journal of
Clinical Psychology. 58, 2,

40. Thank You