5. Lewin (1947, 1951) – Force Field Analysis Who and What Can Change Iles & Southerland, 2001, p. 43-44

7. Stakeholder Analysis and WIFM In pairs undertake a a Force Field Analysis in relation to your proposed service improvement. One person play the role of the consultant for 10 mins and then swap roles

9. Sources and Potency of Forces (Beckhard & Harris, 1987) Who and What Can Change Iles & Southerland, 2001, p. 45 Low Medium High Potency of Forces Social Values Trade Unions Employees Legislature Owners Nature of the change Demanded:

15. Sources of Potency or Levels of Commitment! In pairs undertake an additionally stakeholder analysis which includes an analysis of sources of potency or levels of commitment! One person play the role of the consultant for 10 mins and then swap roles OPTIONAL Activity

23. Reactions to change Rogers (1983, 1995)

24. Rogers (1983, 1995) Reactions to change Predictable, these people’s interest will need considerable evidence – the more vivid and directly observable the better – before they can be mobilised away from present methods and preferences. As a group, this category may be relatively risk adverse. Resistors (Laggards) Those who will follow the lead of a powerful person if they show signs of agreement and support for your ideas. The commitment is centred on political calculation. Late Majority Are those who will want to see tangible outcomes to your proposals – they will not be convinced merely by the idea or principle. Early Majority These are people who will be rapidly persuaded, especially by early success. They are likely to want to adapt your proposals to their own circumstances. Early Adopters Those who will leap with enthusiasm at your proposals they will strongly support it and will expect others to be active in pursuing them. Innovators

26. The pattern observed in 3,500 successful innovations 7 Innovation Research (Rogers, 1983, 1995) Securing Individual & Group Level Change 25% usually ensure adoption of and innovation! How to influence each group? 5 Change the rules! 4 Prove it 3 Show them a working example 2 Mention it 1 No need Time Uptake of new idea Everett Rogers 1983 1.Innovators 2.Early adopters 3.Early majority 4.Late majority 5.’Laggards’

27. Rogers (1983) Reactions to change

28. Rogers (1983, 1995) Reactions to change 16% 16% 68%

29. (Lewin, 1951) Change Model Current State Future State Length of the arrow indicates the strength of the force! Securing Individual & Group Level Change Restraining Forces (Negative/Opposing) Driving Forces (Positive/Supportive) 10 8 6 4 2 0 2 4 6 8 10

30. Lewin (1947, 1951) – Force Field Analysis Iles & Southerland, 2001, p. 43-44 Securing Individual & Group Level Change

33. (Lewin, 1951) Change Model Strong exciting Vision, Providing Information on a Better Way of doing things – creating dissatisfaction with the current state, Identify the need for a solution – sell the benefits, model a positive outlook! Develop an incremental plan, with contingencies, design easy wins, create a safe first set, recognise the importance of education, listen to concerns empathetically, reward/reinforce small steps in the right direction! Continually reinforce new behaviours, ensure these are embedded in the artefacts of culture eg guidelines, policies, job descriptions etc., ensure clear responsibility for monitoring key processes using SPC! Securing Individual & Group Level Change Unfreezing Moving Re-freezing

51. Comparison of Major Theories of Planned Change Stabilisation Confirmation Generalise and stabilise change; achieve terminal relationship Refreezing Evaluation Gain acceptance Implementation Transform intentions into actual change Moving /Changing /Refreezing Implementation Choose a solution Examine alternatives Moving /Changing Planning and Implementation Acquire resources Decision Establish goals and intentions for action Moving/ Changing Goal Setting Diagnose a problem Persuasion Clarify diagnosis Unfreezing Diagnosis Build a relationship Establish change relationship Unfreezing Assessment Knowledge Developing need for change Unfreezing Identification of problem Havelock (1973) Rogers (1983) Lippitt et al (1958) Lewin (1951) Nursing Process

54. Kotter & Schlesinger (1985) Methods for dealing with resistance to change? Securing Individual & Group Level Change … /CTD Can be very time consuming if participators design and inappropriate change People who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan Where the initiators do not have all the information they need to design the change and where others have considerable power to resist Participation + Involvement Can be very time-consuming if lots of people are involved Once persuaded, people will often help with the implementation of the change Where there is a lack of information or inaccurate information and analysis Education + Communication Drawbacks Advantages Commonly used in situations Approach

55. Kotter & Schlesinger (1985) Methods for dealing with resistance to change? Securing Individual & Group Level Change … /CTD Drawbacks Advantages Commonly used in situations Approach Can be too expensive in many cases if it alerts others to negotiate for compliance Sometimes it is a relatively easy way to avoid major resistance Where someone or some group will clearly lose out in a change, and where that group has considerable power to resist Negotiation + Agreement Can be time consuming, expensive and still fail No other approach works as well with adjustment problems Where people are resisting because of adjustment problems Facilitation + Support

56. Kotter & Schlesinger (1985) Methods for dealing with resistance to change? Securing Individual & Group Level Change Drawbacks Advantages Commonly used in situations Approach Can be risky if it leaves people mad at the initiators It is speedy, and can overcome any kind of resistance. Where speed is essential, and the change initiators posses considerable power Explicit + Implicit Coercion Can lead to future problems if people feel manipulated It can be a relatively quick and inexpensive solution to resistance problems Where other tactics will not work, or are too expensive Manipulation + Cooptation