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ASSESSMENT ITEM 3: DESCRIPTIONThis essay is to be a minimum of 3,000 words and a maximum of 3,500 words. The reference list is notincluded in the word count. All referencing is to be APA 7 format.Successful change management results from integrating an outcome-oriented individual changemanagement approach and an activity-oriented organisational change management process. Afterreading chapters 25 and 26 of the textbook, identify and discuss two things that could be done to helpensure that an organisational change will be embedded and sustained for as long as required. Identifyand discuss two things that could be done to help ensure that other users elsewhere in the organisationwill adopt the change.This essay is your perception on what could be done; therefore, you require supporting arguments foryour reasoning. Research and referencing are the key resources to be successful in this assessment
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BX2072: Change Management
Topic 8 – Making change stick
Change is often short-lived
• Often change decays and hard-won gains evaporate
Start the
change
• It is not enough to think of change in terms of simply
achieving a new state
move
• Sustaining change involves refreezing (anchoring
new state
achieved
and embedding) behaviour at a new level for as
long as it is beneficial to do so
2
gains
evaporate
Sustainability
The NHS Modernisation Agency defines sustainability as the state where
“new ways of working and improved outcomes become the norm”
and where
“the thinking and attitudes behind them are fundamentally altered and the
systems surrounding them are transformed in support”
3
Two aspects of sustainability
“stickability” – the extent to which gains achieved in a particular
part of the organisation are held and build on
“spreadability” – the extent to which the new methods and
processes which led to these gains are applied
elsewhere
4
• Kotter (1995) found that gains achieved in ten out of a dozen change
programs were not sustained
• Buchanan et al., (2005) report that there was considerable variation in
the levels of sustainability following changes in the NHS (2002)
• Bateman and David (2002) also found considerable variation in
sustainability following the introduction of new ways of working in a
shop floor manufacturing context
Source: MACMILLAN
Stickability – holding on to gains
Amount of
change
New working
methods
implemented
Continuous improvement
Gains sustained
Gains not
sustained
Time
Source: Getty Images/Cultura RF
Bateman and David’s model of sustainability
Sustainability can be affected by
•
the way the change is managed from the outset
•
what change managers do to promote sustainability
after implementation
© Stockbyte Royalty Free Photos
Factors affecting sustainability
1. Choosing an effective change strategy
2. Communicating an inspiring vision
3. Managing stakeholders to win support for the change
4. Rewarding new behaviours
5. Aligning related elements of the system
© Stockbyte Royalty Free Photos
Promoting buy-in from the start
1. Choosing an effective change strategy
Driving forces
PUSH
Restraining forces
PULL
Behaviour can be changed by:
• adding forces for change in the desired direction (push strategy)
• diminishing the opposing or resisting forces (pull strategy)
9
Push strategies
Driving forces
PUSH
FOR
CHANGE
Former
situation
New
situation
COMPLIANCE
Pushing hard for change may only gain compliance
Lewin argues that push strategies are less effective than pull strategies
• Where change strategies involve reducing or eliminating the forces that
resist the change they are more likely to generate a sense of ownership
and commitment
• This approach can motivate people to seek change and it can create a
‘pull’ effect that promotes more permanent change
11
ImageSource
Pull strategies
• The way the change is communicated can affect organisational
members’ willingness to buy into and sustain the change
• If those managing the change can communicate an inspiring vision and
those affected by the change perceived it to be central to organisational
performance and non-threatening to themselves, they are likely to be
motivated to sustain the change
• But if they perceive it to be of little importance and/or threatening to
their well-being they will be more likely to resist the change
Getty Images/Caiaimage
2. Communicating the vision
3. Managing powerful stakeholders
Positive attitude
(Potential sponsors)
Those leading the change can act early to identify
potential blockers and take steps to either win their
support or undermine their ability to resist
Weak support
Strong support
(champions)
High
power
Low
power
Strong
opposition
(blockers)
Weak
opposition
Negative attitude
(Potential blockers)
© ImageSource
4. Rewarding new behaviours
It is important to ensure that new behaviours
Source: JUPITER GETTY
are rewarded, not penalised
14
5. Aligning related elements of the system
• Organisations are equilibrium seeking systems.
• Changing one part can produce strain in other parts that can
create pressure to re-establish the status quo
Nurses
Ward orderlies
doctors
THINKSTOCK
Physiotherapists
dieticians
15
Leadership
Politics
Churn
Priorities and resources
Motivation
Source: MACMILLAN
Promoting stickability after implementation
Those who initiate the change move on
• design career development and reward policies to motivate and retain key
change agents
• choose successors with similar competencies and aspirations
New managers want to drive their own agenda
• support where appropriate but also ensure that they are given an explicit remit to
work with and not dismantle particular changes introduced by their predecessors
Accountability for developments becomes diffused
• establish clear project and line management responsibilities
• ensure appropriate and visible rewards for those responsible for driving change
Change managers declare victory too soon
• Use early wins to encourage everybody to continue on the change
(Buchanan et al 2007, Kotter 1995)
© Stockbyte Royalty Free Photos
Leadership issues
Politics
Positive attitude
(Potential sponsors)
Powerful stakeholders work to undermine hard won gains
• Identify those who can threaten the change and
develop strategies to win their support or reduce
Weak
support
Low
powe
r
Weak
opposition
Strong
support
(champions)
Strong
opposition
(blockers)
their power
Negative attitude
(Potential blockers)
High
powe
r
Churn
Knowledge and experience of new practices is lost
through turnover
• Strengthen the induction and training regime for
(Buchanan et al., 2007)
Getty Images
new recruits
Priorities and resources
New priorities divert resources and attention
• develop a time-phased change implementation
strategy to provide periods of planned stability
• Avoid the diversion of resources before initiatives
are embedded
(Buchanan et al 2007)
Digital Vision/ Getty Images
between change projects
New ways of working are not reinforced
• Provide relevant, understandable and focused feedback that helps people
recognise how the new ways of working are making a difference
The issues and pressures that triggered the change are no longer visible
• Communicate in a way that keeps the issues in the forefront of staff thinking
Enthusiasm for change falters because of change fatigue
• Relaunching the project with new focus, themes and goals in order to avoid
the bicycle effect’ where lack of forward momentum leads to a crash.
• Selling the benefits of the change and clarifying what’s in it for them
Macmillan
Motivation
All too often change is short lived and hard-won gains evaporate.
Sustainability is affected by:
• the way the whole change process is managed from the beginning.
• how change managers act to sustain change after initial change
goals have been achieved
Some recurrent problems that undermine stickabily were considered along with
possible remedies
Source: MACMILLAN
Summary
BX2072: Change Management
Topic 8 – Spreading change
• Containment is a problem which affects many organisations
• Innovative methods and processes that have been developed
and are working well in one part of an organisation remain
isolated examples of good practice
2
© Royalty-Free/Corbis
Spreading change
© Royalty-Free/Corbis
The spread of innovations is affected by at least three factors
1. Attributes of the innovation
2. Attributes of the organisation
3. Needs and values of the potential users of the innovation
3
1. Attributes of the innovation
• Advantageous when compared with existing practices
• Compatible with existing practices
• Easy to understand
Source: Getty Images/iStockphoto
• Observable in demonstration sites
• Testable
• Adaptable to fit local need
Rogers (1995)
4
Attributes of innovations are not fixed
Managers can intervene to affect how potential users perceive
the attributes of an innovation:
• provide more information
Source: Getty Images/iStockphoto
• provide them with first-hand experience of the
proposed new ways of working
5
2. Attributes of the organisation
PHOTODISC
(The organisation’s climate for implementation)
A ‘strong implementation climate’ can foster the spread of
innovation by:
• ensuing employees have the skills to use the innovation
• incentivising them for innovation use and imposing
sanctions for innovation avoidance
• removing obstacles that hamper the adoption of new
working practices
6
PHOTODISC
Improving the climate for implementation
Managers can ensure that:
• Employees have the required skills
• Incentivise for innovation use
• Remove obstacles
7
3. The needs and values of potential users
(innovation-needs/values fit )
If potential users believe that an innovation will foster the
fulfilment of their values, they will be more likely to adopt the
innovation, than if they believe that adopting it could lead to
ImageSource
outcomes that are incompatible with their values
8
The effect of innovation-needs/values fit
Depending on the extent to which the innovation is perceived by potential users
to either foster or inhibit the fulfilment of their values, they will:
a) resist and not implement the innovation,
b) comply with the requirement to adopt the new ways of working in
order to gain rewards and avoid punishments, or
c) internalise and enthusiastically adopt the innovation as the new way of
ImageSource
doing things
9
Combined effect of implementation climate and innovation-values fit
Innovation-Needs/values Fit
Poor
Strong
Implementation
Climate
Weak
Implementation
Climate
Neutral
Good
1.
2
3
Employee opposition Employee indifference Employee enthusiasm
and resistance
Compliant innovation
use, at best
Adequate innovation
use
Committed, consistent
and creative
innovation use
4
Employee relief
5
Employee disregard
Essentially no
innovation use
Essentially no
innovation use
6
Employee frustration
and disappointment
Sporadic and
inadequate innovation
use
Source: Klein and Sorra
10 (1996: 1066)
Combined effect of implementation climate and innovation-values fit
Innovation-Needs/values Fit
Poor
Strong
Implementation
Climate
Weak
Implementation
Climate
Neutral
Good
1.
2
3
Employee opposition Employee indifference Employee enthusiasm
and resistance
Compliant innovation
use, at best
Adequate innovation
use
Committed, consistent
and creative
innovation use
4
Employee relief
5
Employee disregard
Essentially no
innovation use
Essentially no
innovation use
6
Employee frustration
and disappointment
Sporadic and
inadequate innovation
use
Source:
11 Klein and Sorra (1996: 1066)
Combined effect of implementation climate and innovation-values fit
Innovation-Needs/values Fit
Poor
Strong
Implementation
Climate
Weak
Implementation
Climate
Neutral
Good
1.
2
3
Employee opposition Employee indifference Employee enthusiasm
and resistance
Compliant innovation
use, at best
Adequate innovation
use
Committed, consistent
and creative
innovation use
4
Employee relief
5
Employee disregard
Essentially no
innovation use
Essentially no
innovation use
6
Employee frustration
and disappointment
Sporadic and
inadequate innovation
use
Source: Klein
12 and Sorra (1996: 1066)
Combined effect of implementation climate and innovation-values fit
Innovation-Needs/values Fit
Poor
Strong
Implementation
Climate
Weak
Implementation
Climate
Neutral
Good
1.
2
3
Employee opposition Employee indifference Employee enthusiasm
and resistance
Compliant innovation
use, at best
Adequate innovation
use
Committed, consistent
and creative
innovation use
4
Employee relief
5
Employee disregard
Essentially no
innovation use
Essentially no
innovation use
6
Employee frustration
and disappointment
Sporadic and
inadequate innovation
use
Source: Klein
13and Sorra (1996: 1066)
Combined effect of implementation climate and innovation-values fit
Innovation-Needs/values Fit
Poor
Strong
Implementation
Climate
Weak
Implementation
Climate
Neutral
Good
1.
2
3
Employee opposition Employee indifference Employee enthusiasm
and resistance
Compliant innovation
use, at best
Adequate innovation
use
4
Employee relief
5
Employee disregard
Essentially no
innovation use
Essentially no
innovation use
Committed, consistent
and creative
innovation use
Source: Klein and Sorra (1996: 1066)
6
Employee frustration
and disappointment
Sporadic and
inadequate innovation
use
14 (1996: 1066)
Source: Klein and Sorra
Combined effect of implementation climate and innovation-values fit
Innovation-Needs/values Fit
Poor
Strong
Implementation
Climate
Weak
Implementation
Climate
Neutral
Good
1.
2
3
Employee opposition Employee indifference Employee enthusiasm
and resistance
Compliant innovation
use, at best
Adequate innovation
use
Committed, consistent
and creative
innovation use
4
Employee relief
5
Employee disregard
Essentially no
innovation use
Essentially no
innovation use
6
Employee frustration
and disappointment
Sporadic and
inadequate innovation
use
15 (1996: 1066)
Source: Klein and Sorra
While there are no easy prescriptions that guarantee spread there
are things that change managers can do to facilitate the
dissemination of new ways of working.
They can:
• intervene to change the way potential users’ perceive an
innovation in order to improve innovation-value fit
• create a strong implementation climate that fosters
innovation use
16
© Royalty-Free/Corbis
No easy prescriptions
© Royalty-Free/Corbis
Summary
This session has considered “spreadability”
Attention was focused on three factors that affect spread:
• Attributes of the innovation,
Spread is positively correlated with relative advantage and compatibility and
negatively correlated with complexity
• Context (reflected by the organization’s climate for implementation)
• Value-innovation fit
The interaction between users’ values and the implementation climate is
highlighted as being particularly important
17
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