Leadership and Influencing
Practice Module
May 2010
Catherine Lynch

CHANGE
Change is “ … an intended, designed, purposeful attempt to alter the status quo in an organisation, situation or process.”
Lippitt, Watson & Wesley, 1958
Change is “… the process of analysing the past to elicit the present action required for the future.”
Kanter, 1984
“ Change management is not a neat sequential process.” Beckhard & Harris, 1987

Change…


… organisations are undergoing major change approximately once every three years. There are no signs that this pace of change will slow down.
… managers have to be able to introduce and manage change to ensure the organisational objectives of change are met, and they have to ensure that they gain the commitment of their people, both during and after implementation.
CIPD, 2006

Change…
 For these reasons, it is important that the way change is managed is carefully considered by organisations.
 Whilst each change situation will be unique, there are still a number of common themes that will help ensure that the change process stands the greatest chance of success.
CIPD, 2006

“Change-locally led, patient centred and clinically driven”
Focus of NHS Next Stage Review….
“ help local patients, staff and the public in making the changes they need and want for their local NHS”
(Darzi 2008)

PESTLE - External Influences
Political Economic
Ethical
Social
Legislation
Technological

Responses to change
Coping Cycle (Carnell 1995)
 Stage 1: Denial
 Stage 2: Defence
 Stage 3: Discarding
 Stage 4: Adaptation
 Stage 5: Internalisation

Individual responses to change
Will depend on:
 Personality and background
 Broad experience
 Attitudes, prejudices & feelings
 Perception of the change
 Sense of belonging to the organisation
 preferences

Individual reactions to change
 Missionaries
 Believers
 Lip-service
 Hiders and refugees
 Members of the underground
 Emigrants
Binney & Williams 1995

Diffusion of Innovation Theory
 Innovators: brave, pilot the change
 Early Adopters: opinion leaders, try out new ideas
 Early Majority: careful, but accepting of change
 Late Majority: sceptic about change
 Laggards: traditional, hold onto old ways
Rogers 1962

Change adoption distribution
(bell curve) an example
Aggregate of 3 groups of people
 Early adopters
(< 10%)
1.
2.
Eventual adopters (the rest)
Never adopters
(< 10%)

Unfreeze
Forces resisting change
Change Refreeze
Forces promoting change

Lewin’s model: Discussion
 What do you think are the strengths of
Lewin’s Model?
 Are there any weaknesses in this model?

Present State
1a
Diagnose current situation
Future State
1b
Develop a vision for change
5
Assess and reinforce change
4
Implement the change
The Change Agent
2
Gain
Commitment to
The vision
3
Develop an
Action plan
The OD Model For Change
Senior & Fleming 2006

Change Agent Types



External Change Agent


External development consultant / Expert in field
Trouble-shooter/ possess right skills


Objective/ not involved in unit politics
More for technical/strategic stance
Internal Change Agent
 Knowledgeable about subject
 Formalised role allows clear agenda
Employee / Patient as Change Agent

Change agents
 Change Strategists / Generators
 Identify need, create vision, decide what is feasible
 Change Implementers
 Manage day to day change process, gain support and overcome resistance
 Change Adopters
 Take on change

CHANGE STRATEGIES
 Power-Coercive
(Top Down)


Telling
Manipulating (positive)
 Rational-Empirical
(Top Down)


Selling
Influencing (knowledge)
 Normative-Reeducative (Bottom up)



Persuading
Participating/enabling
Delegating/empowering.
Bennis, Benne & Chin 1969

Planning Change: Leadership
Responsibilities
Possible Options:-
 Building Alliances
 Using Change Agents
 Disseminating information
 Education and Support
 Supporting Practice.

Suggested Reading
 King, N. and Anderson, N. (2002) Managing
Innovation and Change 2nd Ed. London:
Thomson.
 Senior, B. and Fleming, J. (2006)
Organisational Change 3rd Ed. Harlow:
Prentice Hall.
Useful website:
 http://www.cipd.co.uk/default.cipd