Lesson 3: Management of Change

Management of Change

Management of Change

Is a reflection of the management process.

Change

To become different, usually in response to a stimulus requiring an action or adjustment.

Resistance

Is part of the natural flow of the change process.

Change Agent

The person initiating the change effort.

Client System

The target of the change agent’s intervention effort; the entity that may need or desire to change.

steady state of the laboratory

[Change Process] The _______________ is where the stimulus changes.

Thawing

[Change Process] _________ is equivalent in which the diagnosis and analysis is undergoing.

regenerate

[Change Process] Intervention and implementation of change strategy is where you __________.

new plateau of achievement

[Change Process] Thawing and regeneration into a _______________ by rephrasing in a new steady state.

forces of change

[Change Process] The ________________ where bonding the organization comes from many sources, both internal and external and they are shipped by the resulting resistance that arises to these challenges.

Self-interest

Is an important factor, be it social position, status, or economic well-being.

• If people perceive that they have something to gain or lose from changes in the system, whether real or imaginary, they can be expected to take advantage of the opportunity or try to protect themselves from harm.

Assessment Difference

Another impetus for conflict and resistance.

• Such differences can arise because of a disagreement over interpretation and judgement, limited information, or a lack of understanding of the situation.

Loss of Control

Can result in a strong attempt to maintain the status quo.

• Fear can develop through a perceived reduction of autonomy or a challenge to a person’s comfort zone.

Diagnosing and analyzing the need for change

This stage in the change process involves: *

• Management planning function

• Decision-making skills

Designing a change strategy

This stage in the change process involves:

• Situational Changes

• Organizational Development

Participatory Leadership Style

A change strategy that centers in providing information about any impending change at the very first stage of the decision-making process and on soliciting the advice of those who will be affected.

Participatory and Involvement Strategy (Tool of Persuasion)

Intervention whereas the tech is called into the manager’s office for discussion of the problems (increased workload and requests for faster turnaround) of the current methodology.

Informal Strategy (Tool of Control)

Intervention whereas the manager full intends to have the tech trained in the operation of the new instruments but forgot to let the tech know and to find out what training session the tech would like to attend to.

Job functions or tasks

Can change because of the adoption of revised policies and procedures or the introduction of different technology.

Redesign of job responsibilities

Is an ongoing process in the laboratory and is the most frequent method for introducing change.

Changing the bureaucracy by recognizing the management hierarchy

Is a popular strategy for big corporations and top administration.

Implementing the change plan/implementation

This stage in the change process involves:

• Having the laboratory manager pick between three avenues:

• job functions or tasks

• organizational structure

• people changes

Follow up cycle: continuous change management

This stage in the change process involves:

• Monitoring the process of the program to make needed modifications and ensure success.