Chapter 14

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During my time at a previous company, when a new computer system was first introduced at

work, I remember that many people, including myself, were apprehensive to adopt it. We didn't

want to go through the trouble of learning a new system because we were comfortable with the

previous one. However, after being briefed on the new system's advantages, we came to accept it

as the norm.

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Managers can get staff on board with the change by explaining why it's necessary and giving

them a role in implementing it. Workers can be better prepared for the shift by receiving the

training, coaching, and mentoring they need to thrive in their new roles. Managers may help

employees adjust to change by addressing their concerns and praising those who actively

participate.

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The implementation phase is the most crucial part of the 3-stage model for making modest-sized

adjustments. This is because it's at this stage that the actual work of implementing the strategy

and making the necessary adjustments begins. Even the best-laid plans can fail due to sloppy

execution. The success of any change implementation depends on widespread buy-in from staff

members, clear lines of communication, and thorough training.

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Lewin's Change Management Model is the most intriguing idea discussed here. Unfreezing,

modifying, and refreezing give a straightforward model for comprehending and enacting

transformation in healthcare systems. This model's emphasis on preparing individuals and

organisations for change before making sweeping shifts all at once is fascinating to me. It

stresses the significance of open lines of communication, active engagement, and strong

leadership in the implementation of change.