4131 Week 2

• 1. should be implemented only for good reason
• 2. should always be planned and implemented gradually
• 3. should never be unexpected or abrupt
• 4. all people affected should be involved in planning for change

• 1. change in one part of a system affects other parts and other systems
• 2. people affected by change should participate in making the change
• 3. people should be informed
• 4. concrete and specific feedback about the change process will enhance acceptance

• 5. people need support in dealing with the effects of change
• 6. contributions and suggestions should be encouraged from people
• 7. change must be reinforced
• 8. conflict can occur at any stage

• 9. trust in change agent increases likelihood of support
• 10. the more compatible new ideas are with one's values and needs, the more easily a change will be adopted
• 11. one's past experience with change can profoundly affect one's willingness to support a new idea

• -means to identify that change is needed
• -knowledge and method for planning and implementing change
• -mechanisms to enhance participation
• -ways to communicate change
• -methods to evaluate change process, and also outcomes
• -quality improvement strategies

• -provide direction
• -identify strategies to respond to changes (client need, health care direction, etc.)
• -dedicate resources to priority services
• -decrease duplication and waste

• 1. Perform an environmental assessment
• 2. Conduct a stakeholder analysis
• 3. Review the literature for evidence and best practices
• 4. Determine congruence w the organizational mission
• 5. Identify planning goals and objective

• 6. Estimate resources required for the plan
• 7. Prioritize according to available resources
• 8. Identify time lines and responsibilities
• 9. Develop a communication plan
• 10. Write and communicate the business or strategic plan
• 11. Evaluate

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• -Identifies why an organization exists (often identifies who the organization is and what it does)
• -formal expression of purpose/reason

Articulates aim or function of the organizaiton; focuses on future outcomes

Relates the values and beliefs that guide all actions of the organization

The ends towards which an organization is working

Desired result towards which effort is directed; usually have multiple objective

Identify how and when a goal is to be achieved (are explicit, measurable, observable and obtainable); focus on process or result

• 1. Specific: well defined and clear goals
• 2. Measurable: can determine if change has occurred
• 3. Appropriate: relevant for the situation
• 4. Reasonable/Realistic: likely to occur (consider resources)
• 5. Timed/Time-framed: established deadlines

• -First publised in '92 by Langley, Nolan et al.
• -Provides a framework for developing, testing and implementing changes changes geared toward improvement
• -Helps you make rapid change
• -Model consists of 2 parts:
• 1. "thinking part" - 3 fundamental questions essential for guiding improvement work
• -what are we trying to accomplish?
• -how will we know if a change is an improvement
• -what changes can we make that will result in improvement?
• 2. "doing part," made up of plan, do, study, act

• -plan the test/observation, including plan for collecting
• -state the objective of the test
• -predict what may happen and why

• Try out the test on a small scale
• -carry out the test
• -document problems and unexpected findings
• -begin analysis of the data

• Set aside time to analyze the data and study the results
• -complete analysis of the data
• -compare data to your predictions
• -summarize and reflect on what was learned

• Refine the change based on what was learned from the test
• -modify plan as required
• -plan for the next change test

• -formal expression of purpose/reason for existence of organiztation
• -declaration of its primary driving force

• -embedded in mission statement
• -known as a value statement of the principles and beliefs that direct the organization's behavior

• -provides clear picture of what future will look like for organization
• -usually defines key results achieved and the goals that are sitll to be accomplished
• -also describes key behaviors

-boundaries organizations will have while pursuing its vision

-sum total or outcome of the processes by which an organization engages in environmental analysis, goal formulation, and strategy development with the purpose of organizational growth and renewal

-fundamental rethinking and redesign of the process under review to bring about radical and dramatic improvements and increases in value

1. Environmental assessment: requires a broad view of the organization's current environment

• Swot Analysis: tool that's frequently used to conduc environmental assessments. Stands for:
• Strengths
• Weaknesses
• Opportunities
• Threats

This identifies strengths and weaknesses in the internal environment and opportunities and threats in the external environment

• 2. Community and stakeholder assessment
• -Stakeholder: any person, group or organization with a vested intereset in the program or project under review
• -Stakeholder assessment: systematic consideration of all potential stakeholders to ensure that the needs of each of these stakeholders are incorporated in the planning phase. When stakeholders aren't involved in the project planning, they don't gain a sense of ownership and may accept a program or strategic goals with only limited enthusiasm, or not at all

• 3. Other methods of assessment
• -surveys and questionnaires: large number
• -focus groups and interviews: time consuming
• -advisory panel: for large projects
• -review of literature

• -highly bureaucratic/authoritarian structure: well suited for military
• -multidisciplanry group of professionals: can only participate in participative, democratic manner

• Types:
• 1. Matrix
• 2. Flat vs tall structure
• -flat: eg. nursing school that has no dept's and many faculty members report to one dean of nursing
• 3. decentralized vs. centralized: refer to degree which an organization has spread its lines of authority, power, and communication