Posted: February 17th, 2022
Leadership and Change
The Change Model is meant to serve as a guideline rather than a prescription. This change method intends to provide characteristics and focus to current change strategies in the Mid Staffordshire hospitals. The goal of the model is for the organization to embrace the foundation of the strategy and customize it to match their environment, aspirations, patients, and community (Fitzgerald and Biddle, 2019). 6
Employees’ Resistance to Change. 9
Evaluation and Recommendation of Model of Change: 16
MODEL OF CHANGE FOR RESISTANCE OF EMPLOYEES: 18
MITIGATION OF EMPLOYEE RESISTANCE: 19
The Change Model takes the eight aspects and the concepts that drive them through a step-by-step process so that the CEOs of the Mid Staffordshire Hospitals can apply them to their organizations for their betterment. The lessons learned from the Mid Staffordshire Hospital crisis are a fantastic place to start learning how to deal with change successfully. The Change Model may be used for any type of transformation project, big or little, inside or outside of a firm, and for any change. The Health and Care Change Model aims to enhance the frequency and breadth with which companies communicate and utilise lessons learned through internal and external change projects. This paper also discussed about the resistance of the employees to this change and also offered a few approaches applying which the CEOs can mitigate this issue.
The Change Model is a linked, integrative structure that collaborates with the progressive Change model to facilitate long-term development. The concept may be used for every adjustment important to the Mid Staffordshire hospital, regardless of how large or little. It was created with thousands of healthcare and service professionals and is founded on solid research and knowledge. Observations from the Mid Staffordshire Hospital crisis give a good starting point for learning how to handle change effectively for improving quality. In 2005, the Stafford and Cannock Chase hospitals decided to apply for a Foundation Trust approved in 2008. Nevertheless, very elevated fatality rates drew criticism from various sectors, prompting the formation of a task force to investigate the situation. This suggests that the controversy was caused by disastrous administrative issues brought on by bad change management.
The Change Model provides a step-by-step approach to the eight elements and the ideas that drive them. These give a structured, methodical technique to assist in creating an atmosphere conducive to change accomplishment. The Change Model may be applied to any transformation endeavor, large or small, inside any company and for any change.
Shared purpose- the starting point
The purpose is the reason for the change, not the “what” or “how,” It must serve as a guideline and impetus for the Mid Staffordshire Hospitals’ actions. It satisfies individuals’ desire for purposeful employment and their desire to be a portion of anything greater than oneself by encapsulating their intellectual, moral, and physical devotion to a purpose. When people find parallels among the principles, opinions, and goals and strive toward a single objective, the purpose becomes linked. Since development initiatives operate best when there is a clear relationship between the transformation and people’s beliefs, shared purpose is at the heart of the Change Model. When engaging on significant shifts, numerous individuals at diverse degrees and representing many areas must collaborate. A similar concept and desire might bring together diverse categories of stakeholders.
Fig: 2 (Three steps for the building of a shared purpose)
Spread and Adoption
The Health and Care Change Model strives to increase the frequency and scope with which organizations proactively communicate and apply lessons from their own and external change initiatives. Variables that aid or impede the spread and adoption of health and care changes are well understood. They must use the available information to guide their goals by recognizing and improving problematic elements.
There are various tested and reliable tools and approaches accessible to assist various types of change, ranging from sizeable systemic change to small-scale process development. An evidence-based development approach guarantees that change is implemented systematically, following tried-and-true ways to ensure success, and underlies the other Change Model elements (Fitzgerald and Biddle, 2019).
Project and Performance Management
It is not elective to use a project and performance management method that involves dedication and attention. It allows for the better operational management of the change to offer tactical advantages. Key indications will quantitatively evaluate project effectiveness if they are appropriately maintained. The use of techniques, methodologies, abilities, and expertise to assist in accomplishing the program’s goals will be guided by effective management.
Businesses in health and care typically evaluate for three motives: to rate people’s work effectiveness, influence study findings, or both. It’s critical to establish a precisely stated shared objective to discover and gather the most relevant foundation information for any change program. Using suitable measuring tools guarantees that victory may be recognized while also mitigating risk. Required steps to measurement are: Decide aim, Choose Measures, Define Measures, Collect Data, Review measures, Analyze and present, Repeat no. 4 and no. 6 steps.
The key to long transformation is determining if the broad circumstances for change may be aligned to support our goals. Rewards for change specified requirements to be met, or other factors such as culture or environment are all possible systemic drivers. To consistently enhance the quality of treatment for patients, all incentives must be oriented in the same way.
Motivate and Mobilize
Employee and customer involvement and urging consumers to undertake actions are all part of motivating and mobilizing. Controlling own and others’ enthusiasm for transformation is a key leadership skill amid situations of unexpected upheaval. Fatigue and cynicism among employees represent a severe threat to our transformation attempts and the patients and service consumers if this is not addressed.
Leadership by all
Leadership refers to the plan, talents, and activities necessary to lead the great transition. It is based on the concept of distributed (or scattered) management, which asserts that managerial activities can come from executives at any stage of an organization and in any vocation (Fitzgerald and Biddle, 2019). According to the data, the leadership style that inspires a dedication to a common goal is the most likely to accomplish radical change.
Employees’ opinions regarding advocated changes are frequently conflicted: certain parts are viewed as favorable, while others are viewed as harmful. It’s crucial to understand the strategies to apply when determining the amount of resistance to change among workers to implement solutions. We can differentiate between mindsets dominated by intellectual or affective, conative or desiderative components. The ambiguity of the resultant mentality is reflected in this combination.
Having a one-sided perspective of resistance to change is inconvenient. Those who protect the functioning system, protracted expertise, or shaped inter-personal connections are decent. But those who encourage inadequately tried methodologies with no profound assessments and do not consider others are poor. In reality, as Ford and Ford point out, it is a reciprocal engagement in which both categories react to each other (Shahbaz et al., 2019). They might also emphasize that it is not just the concept of transformation but also how it is realized.
Following are six approaches that the CEO of the Mid Staffordshire Hospitals can execute to mitigate the employees’ resistance to change:
Education and communication
Employees can understand the rationale in the change endeavor if discussion and education are done first. As a result, there are fewer unsubstantiated and erroneous rumors about the organization’s changes. Individuals frequently assist in the execution of changes after they have been convinced. One of the most effective ways to counteract opposition to change is to inform and educate people regarding the changes ahead of schedule (Brooke-Sumner et al., 2019).
Participation and Involvement
Researchers respond to the individuals affected and apply their suggestions in a participatory change process. When people don’t have all of the knowledge they have to create the modification, it’s a smart idea to get the help of others. Participation usually leads to the dedication required for the change to succeed.
Facilitation and support
Throughout a changeover time, managers can assist workers in helping them cope with their fears and anxieties. Facilitation and support can assist leaders in avoiding possible opposition to organizational change. In this case, resistance to change is most likely due to the idea that the transformation would have unfavorable implications (Shahbaz et al., 2019).
Negotiation and Agreement
CEOs may be able to overcome objections by rewarding those who welcome change. It can be accomplished by enabling those opposed to change to reject particular aspects of the change that they believe are dangerous. If anybody stands to suffer due to the change or can oppose, you should employ Negotiation and Agreement.
Manipulation and Co-optation
People who are resistant to change can be co-opted by including them in a transformation strategy committee for aesthetics instead of their ability to contribute substantively. If individuals believe they have been duped, this might lead to more problems (Brooke-Sumner et al., 2019). Co-optation also means selecting leadership from people who resist change to represent the progressive movement.
Explicitly and Implicit Coercion
Finally, compulsion can be utilized as a last option. Only utilize this if you need to get somewhere quickly. Leaders can employ this method to encourage employees to accept changes, either explicitly or indirectly, by underscoring that resistance to change may lead to negative consequences:
Several change advocates view opposition as things to be avoided or, if it becomes too powerful, eradicated. Bolognese tells us that workers who are dissatisfied with improvements and have a lot of inquiries are considered disobedient. According to Piderit, a contemptuous approach regarding change might be driven by a conflict between the advocated change and a company’s moral convictions or a desire to safeguard what an employee perceives to be best for their company.
As it is a well-known fact that with the rise of the current pandemic situation there has been a need to change the company’s working. For the CEO of Palm Riviera Resort, it is essential to change its organizational structure and the way of working to be in competition and survive in the market. There is a need to change the entire plan and the working procedure. Here, an evaluation and recommendation of the Model of change are highlighted, which can be adopted by the company’s management.
In this report, analysis on The Palm Riviera Resort is done, which is a subsidiary of a global resort group based in Europe. It is a hospitality group focused on customer care, offering a smooth customer experience to a diverse range of patrons. The resort has been in existence for 12 years. Currently, the company is facing a downfall, and there is a need for change in the organization process, as the customers want a wider range of services at a competitive cost. The company is now planning and turnaround to work move efficiently and increase the staff’s efficiency. The company is facing a lot of challenges in adopting the change. The report will evaluate a model of change that might be utilized by the company and also measure to mitigate employee resistance.
There are many models of change that can be used, namely Kotter’s Model, Mc Kinsey’s Model, ADKAR Model, Kubler-Ross Model, and Lewin’s Model. Each Model is important for the organization. A critical analysis will be presented on each Model:
According to the Evaluation of all the Models, it is recommended that Palm Riviera Resort should implement Lewin’s Model of Change. According to the current conditions and the challenges that have been faced by the company, including the reduction in the workforce, implementing standard employee benefits program, disagreement between the level of management regarding the change, and also focusing on the awareness and communication skills. By applying Lewin’s Model of Change, the company will be able to determine what needs to be changed and will plan accordingly to implement the changes(Bamberg and Schulte, 2018.). This Model is best to increase the communication and the information flow and also to promote and empower action. By using this Model, the company can bring changes in the culture and will also help in promoting change on a long-term basis, which will, in turn, motivate the employee to work effectively and efficiently.
The major resistance from the employees, according to the recommendation made in the case study, could be the reduction in the workforce and the resistance to change according to the growing demands and needs of the customers. The reduction in overtime payment is the other reason for employee resistance. The resistance is basically of three types Logical and Rational Resistance, Psychological Resistance, and Sociological Resistance. The Model of change that should be applied by the company is the Lewin Model of Change(Hussain, et al., 2018).
This model comprises of three stages:
After looking at the case study, it can be concluded that the company should adopt Lewin’s change model to implement the change in the company. Due to the increase in competition and demand of the customer, there is a need for the company to adapt to the changes. Suppose the company is considering to lay off the staff so a necessary training should also be given to the employee so that they can use the resources accordingly and work for the growth of the company. It is also important that the company should handle the entire managerial hierarchy in a proper way so that the changes can be implemented easily. All these changes should be made keeping in mind the customer and the competitors. The Model of Lewin is best for the company if the company wants to implement the change in the organization.
Bamberg, S. and Schulte, M., 2018. Processes of change. Environmental psychology: An introduction, pp.307-318.
Brooke-Sumner, C., Petersen-Williams, P., Kruger, J., Mahomed, H. and Myers, B., 2019. ‘Doing more with less’: a qualitative investigation of perceptions of South African health service managers on implementation of health innovations. Health policy and planning, 34(2), pp.132-140.
Burnes, B., 2020. The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), pp.32-59.
De Clercq, D., 2019. Getting creative with resources: How resilience, task interdependence, and emotion sharing mitigate the damage of employee role ambiguity. The Journal of Applied Behavioral Science, 55(3), pp.369-391.
Fitzgerald, K. and Biddle, L., 2019. Creating the conditions for change: an NHS perspective. Journal of health organization and management.
Grol, R. and Wensing, M., 2020. Implementation of change in healthcare: A complex problem. Improving patient care: The implementation of change in health care, pp.1-20.
Hussain, S.T., Lei, S., Akram, T., Haider, M.J., Hussain, S.H. and Ali, M., 2018. Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), pp.123-127.
Shahbaz, M., Gao, C., Zhai, L., Shahzad, F. and Hu, Y., 2019. Investigating the adoption of big data analytics in healthcare: the moderating role of resistance to change. Journal of Big Data, 6(1), pp.1-20.
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