This is threatening because it creates a fear of the unknown future as well as failures. Change can also be annoying if someone else is trying to tell us how to do our job better when the existing way of doing business may have suited us just fine. To effectively and efficiently implement change, it is therefore important to understand the reasons why individuals resist change. I will briefly describe the four common reasons for resistance to change and then discuss methods for overcoming resistance to change2. Reasons for resistance to change Resistance to change is a reaction.
Mr. B. was vulnerable when he was left unattended. Finally, the LPN on duty displayed a dangerous knowledge deficit by ignoring the de-saturation alarm on the oximeter. Improvement Plan Using Change Theory Change theory helps to effectively organize ideas that bring about long-term change. Implementing change theory first requires an identified driving force. In the scenario, Emergency department staff members were likely shaken by this poor outcome of Mr. B., and would be motivated to change to a safer model just to avoid a repeat in the future.
1. How would you define “Frozen Preferences” and what is the impact of this concept on strategy formulation, alternative analysis and recommendation? • Managers don’t like to make major strategic changes once decisions have been made (except in the case of overwhelming evidence) as they will look unprepared and ineffective and their creditability is damaged • Frozen preferences o Management has made a decision and over time analysis shows that their decision may not be the best choice o However they feel compelled to maintain their current strategy even if it is not the best course of action. • As management preferences becomes a larger part of the organization (personnel changes, budgets etc), it becomes more and more difficult to change direction. o A tendency to avoid reversing changes even if it was not the best choice o In reality, past expenditures are sunk costs and the organization should use a clean slate to look at new choices, but to the manager, this will come at great personal loss.
This is based on the assumption that making tough choices means, making choices that are unethical. It takes courage to make unpopular decisions that reflect ethical values, and those people who stand up for ethics are often alone in the crowd. When companies fail to talk about values, you lose a valuable opportunity to build and reinforce your ethical culture. It may be difficult, but the rewards far exceed the costs. 3.
It is important not to speak out of angry emotions, and again sometimes it is best to tell an employee that one may need to think on the matter first before responding. While it may not seem like a "big deal" it is important to make sure that the words that are used when speaking to employees are simple and clear. Some employees may not understand the use of large words, and therefore the message that the manager / supervisor is trying to convey may be lost. Good grammar is also a must for every type communication. Use of slang terms is not a wise idea, as what is acceptable in generation / culture could be offensive to the next.. We must make sure we are saying exactly what we mean to and clearly enough that so that others are going to hear exactly what the manager / supervisor is trying to say.
Identifying where change needs to be made is not always obvious in an organisation. Simply challenging the ‘status quo’ or ‘it’s the way we’ve always done it’ can lead to new ideas and ways of ‘thinking outside the box’ that benefit the company. AC1.2 Identify the barriers to change and innovation in the organisation There can be multiple barriers when trying to implement change. The organisation may know they need to make changes but lack of planning or lack of agility can stop progression. Employees and Managers play a
Dysfunctional conflict usually starts when two or more team members don’t get along, are not willing to work together and it is most often personal. If a dysfunctional conflict arises management should look for ways to solve it or manage it as quickly as possible through known conflict management
• Question 6 “Know thyself” is the essential argument of __________ leadership. • Question 7 People respond to a(n) __________ change strategy mainly out of the fear of being punished if they do not comply with a change directive or out of the desire to gain a reward if they do. • Question 8 A key similarity shared by ethical, authentic, spiritual and transformational leadership is __________. • Question 9 __________ represent(s) forces for change that deal with mergers, strategic alliances, and divestitures as ways of redefining organizational relationships with challenging social and political environments. • Question 10 The leadership context of __________ refers to a dramatic departure from prior practice and sudden threats to high-priority goals with little or no response time.
It may be a combination of arrogance and ignorance that enables them to simply drive the company blindly. How do they keep from failing? It may be that they need to think out of the box. Generate new ideas and programs as well as have a realistic view at what they may be up against and how they may achieve their goal in a timely manner (Siegal,Stearn, pg.
Once Lawson went to Sink, it place him in a troublesome position. Since if Sink affirmed the configuration it wouldn't look great. Despite the fact that Vandivier did show the act of groupthink, the fault was continually pushed off to an alternate in this organization emergency. Vandivier was exceeding the expenses of his individual life profits family life vs. business profits when deciding his bearing of morals and choices. Disappointment of correspondence inside workers and offices was hindering and subsequently the authoritative standards ought to be modified inside the partnership.