IMPLEMENTING CHANGE IN HEALTH CARE (UK)

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All change involves some kind of loss. Even if one approves of a change and recognise that it is beneficial, there are often aspects of a current situation that most regret having to give up. For a start, there is the familiarity of a known location, colleagues or work practices…

Introduction

How easy is it for people to give up their belief in their own competence Sometimes the need for learning new skills is recognised formally by an organisation when it builds training events into the change programme. Change affects people in different ways, but management experts tend to agree that people go through similar stages in order to come to terms with change. From this transition from resistance to acceptance of change to move into the desired future situation would depend mainly on tow factors, available resources and the willingness to change. Some theories cane be of help to assess this.
Lewin's (1951) model of change is one of the most frequently used and easily understood approaches to planning and implementing change in organizations. Many people have added their own elaborations to this model, but its basic ideas remain the same. The basic elements of Lewin's change model are unfreezing, change, and refreezing. Assuming that a work situation is basically stable before change is introduced, although some changes occur naturally, people tend to stay in the "comfort zone" meaning they are generally accustomed to each other, have a routine for doing their work, and are pretty confident that they know what to expect and how to deal with whatever problems may arise in the course of a day (Lewin, 1951, 1-23). ...
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