Chang

Chang theory
theory
and
and conflict
conflict
resolution
resolution
model
model
 Outlines

1. Kurt Lewin theory

2. Lippitt’s Phases of Change Theory
3. Prochaska and DiClemente’s Change Theory
4. Social cognitive theory.
5. Theory of reasoned action and planned behavior.
6. Theory E $ O.
7. Chaos theory.
8. Complex adaptive system change theory.
Objectives
 Introduction

Most organizations today find themselves undertaking a

number of projects as
part of change efforts directed at organizational
restructuring, quality improvement,
and employee empowerment. Many things drive change in
contemporary
health care, among them are increasing technology,
information availability, and
growing populations.
The theories serve as a testimony to the fact that
change is a real phenomenon. It can be observed and
analyzed through various
steps or phases. The theories have been conceptualized to
answer the question, “How
does successful change happen?”
 Why change?

Change is necessary in life to keep us…

– Moving
– Growing
– Interested

“…Imagine life without change. It would be

static...boring...dull.”
 Definition of change

It is a phenomenon that occurs

continuously in all
living systems, it means
alteration in the status
Quo .
 Planned change
Planned change, in contrast to accidental change or change by drift, is
change that results from a well thought-out and deliberate effort to make
something happen.
This type of planning requires the leadership skills of problem solving
and decision making and interpersonal and communication skills.

A change agent is the person responsible for moving others who are
affected by the change through its stages.
 Kurt Lewin theory

Most of the current research on change builds on the classic change

theories developed by Kurt Lewin in the mid-20th century. Lewin
(1951) identified three phases through which the change agent must
proceed before a planned change becomes part of the system:
unfreezing, movement, and refreezing.
1. unfreezing stage: the change agent unfreezes forces that maintain
the status quo. Thus, people become discontented and aware of a
need to change. Unfreezing is necessary because before any change
can occur, people must believe the change is needed. For effective
change to occur, the change agent needs to have made a thorough
and accurate assessment of the extent of and interest in change, the
nature and depth of motivation, and the environment in which the
change will occur. Change for change’s sake subjects employees to
unnecessary stress and manipulation.
2. movement: the change agent identifies, plans, and implements
appropriate strategies, ensuring that driving forces exceed restraining
forces. Whenever possible, change should be implemented gradually.
Because change is such a complex process, it requires a
great deal of planning and intricate timing. Recognizing, addressing, and
overcoming resistance may be a lengthy process. Any change of human
behavior, or the perceptions, attitudes, and values underlying that
behavior, takes time. Therefore, any change must allow enough time for
those involved to be fully assimilated in that change.
3. refreezing: During the refreezing phase, the change agent
assists in stabilizing the system change so it becomes integrated into the
status quo. If refreezing is incomplete, the change will be ineffective and
the pre-change behaviors will be resumed.

- For refreezing to occur, the change agent must be supportive

and reinforce the individual adaptive efforts of those affected by the
change. Because change needs at least three to six months before it will
be accepted as part of the system, change should never be attempted
unless the change agent can make a commitment to be available until
the change is complete.

- It is important to realize that refreezing does not eliminate the possibility

of further improvements to the change.
Lippitt, Watson, and Westley (1958) built on Lewin’s theories in
identifying seven phases of planned change:

1. The patient must feel a need for change. Unfreezing occurs.

2. A helping relationship begins between the change agent and his or her
patients. Movement begins.
3. The problem is identified and clarified. Data are collected.
4. Alternatives for change are examined. Resources are assessed.
5. Active modification or change occurs. Movement is complete.
6. Refreezing occurs as the change is stabilized.
7. The helping relationship ends, or a different type of continuing
relationship is formed.
 Prochaska and
DiClemente’s Change
Theory
Prochaska and DiClemente found that people pass through a
series of stages when change occurs. The stages discussed in their
change theory are:
precontempation, contemplation, preparation, action, and
maintenance.
 Prochaska and
DiClemente’s Change
Theory
The first aspect of the model shows the
movement of intentional
change from precontemplation to
contemplation of the issue.
Precontemplation exists
when an individual is unaware or fails to
acknowledge the problems without
engaging in
any change process activities. Individuals
in this stage do not want to change their
behavior and may insist that their behavior
is normal.
Contemplation exists when the
individual raises consciousness of the
issue. Individuals in this stage are thinking
about
changing their behavior, but they are not
ready to commit to the change process yet
Preparation
occurs when the individual is ready to
change their behavior and plans to do so
within the
next two weeks. These individuals will
need counseling, social support, and
assistance
with problem solving during this stage of
change.
-The action stage follows shortly
thereafter. It is characterized by an
increase in coping with behavioral change
and the
individual begins to engage in change
activities.
-maintenance is the last stage of
Prochaska and DiClemente’s change
theory. In this final stage, actions to
reinforce the
change are taken coupled with establishing
the new behavioral change to the
individual’s
lifestyle and norms. This stage may last six
months up to the lifespan of the individual.
Limitations:
As a psychological theory, the stages of change focuses on the
individual
without assessing the role that structural and environmental issues may
have on a person's ability to enact behavior change. In addition, since
the
stages of change presents a descriptive rather than a causative
explanation
of behavior, the relationship between stages is not always clear. Finally,
each of the stages may not be suitable for characterizing every
population.
For instance, a study of sex workers in Bolivia discovered that few study
participants were in the precontemplative, contemplative stages in regard
to using condoms with their clients (Posner, 1995)
Murphy (1999), in a more contemporary model, suggests that there
are four predictable stages that people pass through when exposed
to any change:
resistance, confusion, exploration, and commitment.

-There are predictable behaviors associated with each of these

stages, and the most effective managers study these behaviors and
are able to respond appropriately to get their team back on track
toward the goals.
Perlman and Takacs (1990), building on Lewin’s work, identified 10
such behaviors or emotional phases in the change process The
phases of equilibrium, denial, anger, and bargaining reflect Lewin’s
unfreezing phase; chaos, depression, and resignation, the movement
phase; and openness, readiness, and reemergence, the refreezing
phase. Regardless of the number of phases or their names, it is
critical that the manager recognizes that organizations must
consciously and constructively deal with the human emotions
associated with all phases of planned change.
Quinn, Spreitzer, and Brown (2000) state that any real adaptive
change can be
achieved only by mobilizing people to make painful adjustments in
their attitudes,
work habits, and lives. They must “surrender their present selves and
put themselves
in jeopardy of becoming part of an emergent system. This process
usually requires
the surrender of personal control, the toleration of uncertainty, and
the development
of a new culture at the collective level and a new self at the individual
level
 DRIVING AND
RESTRAINING FORCES
 Summary
Lewin's model is very rational, goal and plan oriented. The change looks
good on
paper, as it makes rational sense, but when implemented the lack of
considering human
feelings and experiences can have negative consequences. There may be
occasions when
employees get so excited about a new change, that they bypass the
feelings, attitudes,
past input or experience of other employees. Consequently, they find
themselves facing
either resistance or little enthusiasm.
There is no right or wrong theory to change management. It is not an exact
science. However through the ongoing research and studies by the
industry’s leading
experts, a clearer picture of what it takes to lead a change effort effectively
will continue
to emerge. It is important that we must continually review and consider how
our
changing society and culture will require fresh insight on the appropriate
change process.