Strategies for Managing Change
regarding the adoption of HINARI
(module 6.4)
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Overview
• How the change is implemented is critical
for the successful adoption of new
information resources
• Review several models and concepts for
managing change
• Apply these methodologies to your
institutional setting regarding the adoption
of HINARI
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
http://www.nelrc.org/changeagent/
Change agent
an individual who influences clients’ decisions in
a direction deemed desirable by a change
agency; roles include
– develop the need for change
– diagnosis the problem
– establish information exchange channels
– create an intent to change in the clients
– translate an intent into action
– stabilize adoption and prevent discontinuance
Conditions for successful change
• dissatisfaction with the status quo
• people have the necessary knowledge and
skills
• tools needed to are available
• implementers have time to learn, adapt,
integrate and reflect on change
• rewards or incentives exist for participants
• participation in process is expected and
encouraged
• have support for innovation by key players
and stakeholders
Resistance to change
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lack of trust
perception that change is not necessary
perception that change is not possible
relatively high cost
fear of personal failure
loss of status or power
threats to values and ideas
social, cultural or organizational
disagreements
• resentment of interference
Exercise 1
•
Think 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?
Exercise 1
• Regarding the use and implementation
of HINARI, list some of potential
resistance to change factors in your
institutional setting.
Three Phases
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Unfreezing phase - old ways are no
longer appropriate and that change is
needed
Changing phase - select an
appropriate and promising approach
Refreezing phase – the new approach
is implemented and it becomes
established
Everett Rogers:
Innovation/Decision Process Model
Rogers: Adopter Categories
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innovators - the first 2.5% to adopt the
innovation
early adopters - the next 13.5% to adopt
the new idea
early majority - next 34% of the adopters
late majority - the next 34% to embrace the
change
laggards - the last 16% to adopt the
innovation
Adopter Categories Definitions
• Innovators
– have a great interest in new ideas and a desire to
be daring and risky
– can cope with uncertainty regarding change
– may not be respected by other members of the
organization
• Early Adopters
– are the critical group for change/opinion leaders
– contain role models for others that respect them
for judicious ‘innovation decisions’
– are not too far ahead of the organization as
compared to innovators
– decrease uncertainty when they adopt new ideas
Adopter Categories Definitions
• Early Majority
– adopts new ideas before the average members of
the organization
– not opinion leaders/make decisions slowly and
carefully
– follow with deliberate willingness in adopting
change but rarely lead
• Late Majority
– adopts innovations after the majority of the
organization
– generally are skeptical and cautious
– respond to pressure from their peers and new
organizational norms
Adopter Categories Definitions
• Laggards
– are isolated and interact with others
with traditional values
– usually make decisions on what has
been done in the past
– possess almost no opinion leaders
– often are suspicious of change and
change agents
Rogers: S-shaped Curve
a period of slow adoption before experiencing a sudden
period of rapid adoption and then a gradual leveling off
Exercise 2
• For the successful utilization of HINARI in
your institution, identify individuals that would
be:
• Innovators
• Early adopters
• Early majority
• Late majority
• Laggards
• Opinion leaders in the early adopters’
group
Exercise 2
• List 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)?
Useful Strategies
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establish a sense of urgency
create a guiding coalition
develop a compelling vision and strategy
communicate the change vision widely
empower stakeholders for broad-based
action on the vision
generate short-term wins
consolidate gains and produce more
change
anchor new approaches in organizational
culture
Exercise 3
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For 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)!
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 higherlevel administration; they must be included
one of the key groups.
Exercise 4
• For 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?
Cautionary note
Consequences of innovation can include
undesirable consequences:
– direct or immediate results
– indirect or consequences that are a result of
the innovation
– anticipated or recognized/intended changes
– unanticipated consequences that are neither
intended or recognized
Goal of innovation or change
• Dynamic equilibrium
– Change occurs at a rate that the institution
can cope with it
– System can adapt to the change
– The organization is not overloaded with too
rapid change that leads to an inability to
adjust or disequilibrium
– Can can this be achieved with HINARI?
This is the end of Module 6.4
Updated 05 2007
Further resources
Rogers, Everett M.
Diffusion of Innovations 5th edition
Simon & Schuster, 2003
This is the end of Module 6.3
Updated 05 2007