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Definition in healthcare: an alteration in the work environment that is new or different from what existed previously.
- A natural social process of individuals, groups, organizations, and society.
- The forces of change may have their origins external, internal, or both to healthcare organizations.
- Change is constant, inevitable, pervasive, and unpredictable, and varies in rate and intensity, which unavoidably influences individuals, technology, and systems at all levels of every organization.
- Varies from high-complexity to low-complexity
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- Factors that can hinder the change process.
- May originate with people, technology, structure, or values.
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- Individuals with formal or informal legitimate power whose purpose is to initiate, champion, and direct or guide change.
- One whose role is to lead change efforts.
- One whose activities are rooted in thinking that is systems-based and theory-based, quite tolerant of ambiguity, and every mindful of the bigger picture.
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| The overall processes and strategies used to moderate and manage the preparations for, effect of, responses to, and outcomes of any condition or circumstance that is new or different from what existed previously. |
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| The end product of a change process. |
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| The series of ongoing efforts applied to managing a change. |
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| The field comprising various factors and dynamics within which change is occurring. |
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| Theoretical construct defining the random-appearing yet deterministic characteristics of complex organizations. |
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| Regulation of systems by managing communication and feedback mechanisms. |
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| Factors, internal or external to the change situation, that promote movement toward a desired outcome. |
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| A complicated change situation characterized by the interactions of multiple variables of people, technology, and systems. |
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| Person without designated authority who advances the change among a group of people. |
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| The designation of a type of organization in which continual learning as an expectation permeates all levels to promote adequate responses required by dynamic, accelerated change. |
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| An uncomplicated change situation characterized by the interactions of the limited influences of people, technology, and systems. |
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Information indicating a correction is needed.
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| Change occurring from self-organizing patterns, not human-induced ones, in complex, open-system organizations. |
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| Change expected and deliberately prepared beforehand by using systematic directional processes to develop and carry out activities to accomplish a desired outcome. |
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| Approaches designed to achieve a specific purpose. |
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Change has three stages:
- Unfreezing
- Experiencing the change
- Refreezing
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| Characteristics of "individuals" reacting to the change process. |
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- Innovators: thrive on change, which may be disruptive to the unit stability.
- Early Adapters: are respected by their peers and thus are sought out for advice and information about innovations/changes.
- Early majority: prefer doing what has been done in the past but eventually will accept new ideas.
- Late majority: are openly negative and agree to the change only after most others have accepted the change.
- Laggards: prefer keeping traditions and openly express their resistance to new ideas.
- Rejectors oppose change actively, even use sabotage, which can interfere with the overall success of a change process.
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| Refers to the awareness of an opportunity, need, or problem for which some action is necessary; it also requires subsequent mental readiness to approach the issue. This phase may occur naturally as a progressive development, or it may result from a deliberate activity as a first step in planning a change. |
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| ...or solution leads to incorporation of what is new or different into work and interpersonal processes. Deciding to begin to use the change, or being unexpectedly thrust into the change, can result in potential integration of the new way of thinking or doing. |
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| Occurs when the participants in the change situation accept and use the new attitude or behavior. Acceptance is assumed once most staff members integrate the change into their work processes. |
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