Change

CHANGE
MANAGEMENT
By / Mahmoud Shaqria
‫شقريه‬ ‫محمد‬ ‫محمود‬

OUT LINES
1-Introduction
2-Definition of planned change
3-Reasons for change
4-Target of change
5-Characteristics of change agent
6-Principles should be followed in implementing change
7-Types of change
8-Stages of Change and Responsibilities of Change Agent
8-The seven steps of change

INTRODUCTION:
 In today's health care environment, organization
change is important for adaptation, creative change
is mandatory for growth
 The process begins with the present state, is
disrupted, moves through a transition period and the
end comes to a desired state
 Change agent one who works to bring about
changes
 It is the process of moving from one system to
another.

DEFINITIONS OF CHANGE:
 An alternation haphazard or planned to make something
different and moving from known to unknown
 Change that result from well thought out, deliberate
application of knowledge, skills and effort by a leader to
make something happen (to bring about change).

Reasons of Change:
 Change in order to solve problem
 Change to make work procedures more efficient
 Change to reduce unnecessary work.

TARGET OF CHANGE:
 Although many things can be change (policies,
procedures, and equipment)
 There are three possible targets:
1-The person's knowledge
2-The person's attitude
3-The person's behavior.

PRINCIPLES SHOULD BE FOLLOWED IN
IMPLEMENTING CHANGE:
1-Change should be implemented only for good reason
2-People should informed by the reason of change.
3-Individual who may affect by change, should be sharing in
planning and implementing of change.
4-Change should be planned not be sudden
5-Change should be always gradual
6-Change should be reinforced
7-People assistance in dealing with the effect of change.

TYPES OF CHANGE:
(1) Un Planned Change
 Occurs spontaneously or at random and without a change
agent's attention
The appropriate goal in managing unplanned change:
 Act immediately once the change is recognized
 Minimize any negative consequences and maximize any
possible benefits.

(2) PLANNED CHANGES
 That happens as a result of specific efforts by a change agent
 Planned change is a direct response to someone's perception of a
performance gap. (That is a discrepancy between the desired and
actual state of affairs).

STAGES OF CHANGE AND RESPONSIBILITIES
LEWIN’S MODEL HAS 3 STEPS:
 Stage "1" Unfreezing:
1-Gather data
2-Accurately diagnosis the problem
3-Decide of change is needed
4-Make others aware of the need for change often involves
deliberate tactics to raise the group's discount level, do not proceed
to stage
5-Until the status quo has been disrupted and the need for change is
perceived by the others.

STAGE "2" MOVEMENT:
1-Develop a plan.
2-Set goals and objectives.
3-Identify areas of support and resistance.
4-Include every one who will be affected by the change in its
planning.
5-Set target dates.
6-Develop appropriate strategies.
7-Implement the change.
8-Be available to support others an offer encouragement
through the change.
9-Evaluate the change.
10-Modify the change, if necessary.

STAGE (3) REFREEZING :
The third step is refreezing that aims to stabilize the
organization and to make change permanent after the
process of implementation has ended

THE SEVEN STEPS ARE:
1. Diagnosis the Problem
2. Assess the Motivation and Capacity for Change
3. Assess the Change Agent's Motivation and Resources
4. Select Progressive Change Objects 5.
Choose a Change Agent Role
6. Maintain the Change
7. Terminate the Helping Relationship

THE SEVEN STEPS ARE:
1. Diagnosis the Problem
Involve key people in data collection and problem
solving
2. Assess the Motivation and Capacity for Change
Assess the financial and human resources and
constraints
Analyze the structure and function of the organization
Identify and prioritize the possible solutions

3. Assess the Change Agent's Motivation and Resources
This assessment is important
Consider the change agent's own commitment to change, level
future ambitions, and power bases.
Starting a change and dropping it midstream can waste
valuable personal energy, undermine the confidence of
colleagues and subordinates.
4. Select Progressive Change Objects
Develop the action plan, evaluation criteria, and specify
strategies

5. Choose a Change Agent Role
The change agent can act as (cheerleader, expert, consultant,
and group facilitator)
Which ever role is selected all participants should recognize it
so that expectation are clear.
6. Maintain the Change
Communication, feedback, revision, and coordinate are
essential component of his phase
7. Terminate the Helping Relationship
The change agent withdraw from the selected role gradually
as the change become institutionalized

DEFINITION OF A CHANGE AGENT
*A person whose presence or thought processes cause
a change in the handling or thinking about a problem.
*Any individual or group that performs purposeful
educative activity designed to influence change in a
practical or specific situation.

CHARACTERISTICS OF CHANGE AGENT:
1-Experience and success
2-Being respected
3-Management competencies
4-Trust worthiness
5-Leadership skills
6-Realistic thinking
7-Ability to combine ideas from unconnected sources
8-Sufficient flexibility to modify ideas
9-Skills in human relation (interpersonal communication)
10-Integration thinking (big picture)
11-Ability to handle resistance.

CHANGE AGENTS ROLES & RESPONSIBILITIES
1-Take ownership of your team’s readiness.
2-Champion change that will benefit the most folks in the
community that you are working in during a project.
3-Promote open communications throughout your team and
among your peers.
4-Work with others to identify organizational and cultural
factors that may enhance or detract from the team’s group
cohesion.
5-Identify and address potential sources of resistance to
change within the team.

6-Adhere to team quality standards.
7-Look to play a supportive role; don’t always look to
be the leader (followership).
8-Build and maintain a creative environment.
9-Integrate ideas into working plan and follow through.
10-Keep commitments – do what you say and say what
you do.
11-Demonstrate active listening.
12-Don’t judge or condemn.

13-Understand your strengths and weaknesses – everyone is
unique.
14-Support leaders in the group.
15-Make the case for change again and again.
16-Assertiveness: be self-confident without arrogance; have
strong belief in what you’re doing.
17-Be non-threatening: be low-key & supportive.
18-Always show your intent is to help others.
19-Show that you can be trusted from the top to the bottom of the
team.
20-Being effective as a change agent largely depends on ability to
from relationships.

REASONS FOR RESISTANCE TO
CHANGE:
1-Misunderstanding about the need for change/when the reason for
the change is unclear
2-Lack of competence
3-Fear of the unknown
4-Connected to the old way
5-Low trust
6-Changes to routines
7-Poor communication
8-Exhaustion/Saturation
9-Benefits and rewards

Change

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