Theoretical Matrix of Organizational Change - Research Paper Example

?Roger’s Theory Rogers s that the response of individuals to change may be ified into a number of categories. The first category is innovators; these are individuals within the organization, who are always struggling to come with innovative ways of bringing change to processes. The second category is early adopters; these are individuals, who observe the benefits brought about by changes and devote their resources for the proposed changes. The third group is composed of the early majority, which is mainly composed of individuals falling in this group and commit at a later time, but not enthusiastically and quickly like early adapters or innovators. However, it should be noted that the contribution of these people is vital for effective change to take place. The fourth category is late majority, which mainly involves individuals who are interested in the results brought about by change before they can devote themselves to the change. The fifth one is laggards, which is composed of individuals who might disagree with efforts aimed at bringing change. In addition, they may also not be effective during the initial as well as the late change phases (Bate, Mendel and Robert, 2008). Kotter’s Theory According to Kotters' theory, change is made of emotional and situational components. Moreover, he developed a model of eight steps where through it change can be managed. These include the development of urgency, creation of a team to guide others, creation of vision, buying communication, enabling actions, creation of short-term advantages, not giving up and making the change stick. In addition, Kotter organizes every step into three similar phases. The initial phase, which is the creation of climate that enables change, entails the first, second and third step. The next phase is engaging and enabling the entire organization; moreover, it entails step four, five and six while the last phase involves implementing and sustaining change; additionally, it encompasses the seventh and eighth steps. This theory involves gradual change that eventually becomes permanent, during the period of implementation; thus, an organization can enjoy various changes that are taking place. Therefore, when the change is complete it is anchored into an organization’s policies, and it becomes permanent. This theory mostly involves the person who comes up with the idea to make changes since it is his or her responsibility to see it successful. In addition, Kotter’s change theory is relevant in healthcare since it is capable of enhancing patient safety. Moreover, the theory offers opportunities for innovations capable of improving the safety of patients within the healthcare (Kotter, 2007). Lippitt’s Theory Lippitt came up with the seven-step theory, which lays much emphasis on the key roles, as well as responsibilities of change agent; however, there is a continuous exchange of information all through the process. Moreover, it commences with diagnosis of the problem whereby the problem is detected, and raises the organizations’ concern. After the diagnosis, the motivation and capability for change is assessed. Therefore, assessment of resources as well as motivation of the agent of change is the step that follows. The next step entails choosing change objects that are progressive; however, there is also the development of action plans and establishment of strategies. Change agent’s role ought to be selected and understood clearly by every party in order to ensure that clear expectations are made; therefore, maintaining change then follows. Effective communications, as well as coordination of groups, are vital components in this phase. Finally, change agent ought to pull steadily out from their major roles with time. Therefore, this can take place when change has become part of the culture of the organization (Petersen & Pedersen n.d). However, after the change has been implemented it should be included in an organization’s rules and policies to make it part of the company. The Theories Application Lippit’s Theory This theory can be used in health institutions to change the method of charting to a computerized one. Moreover, this change is likely to be met with a lot of resistance by many nurses who would like things to remain the same. However, following this theory it enables change to be very successful. Initially, all the nurses have to receive a notification on the possible changes and effects. In that case, different units should have meetings to discuss how using computerized charting is likely to affect them and their feelings towards the change. In addition, managers should get a change agent who is dedicated into making the changes needed and ensuring that the charting system is changed into a computerized one. The staff should then be educated on how to use the new chart system through training. After this, managers should ensure that all concerns from nurses are addressed so that they can be able to serve the patients better using the new system. Moreover, the staff should be surveyed continually so that various weaknesses of the system can be established such as whether there is need to adjust tabs and screens to make the new system of charting easier. Rogers Theory This theory can be adopted where a hospital decides to change its method of documentation from manually to a computerized system. Initially, it occurs when some members of the institution fail to adopt with the change but they do it slowly as a result, of what they hear from those who adopted it. At first, the nurses get the awareness of the existence of the new method of documentation; however, they do not get interested instantly. After hearing from their colleagues how the new method is much better than the old one they start getting interested. They then evaluate the possibilities of using the technological advancements and the advantages as well as the possible disadvantages. After evaluation and deciding, that the change would benefit the organization they then implement it. Therefore, all the nurses who ignored the technological advancement come together and learn how the change will affect their operations in the health institutions. After this, they may be required to acquire new skills and undertake trainings on how to work with the new system. The last stage is the adoption where the nurses are ready to adopt the new method of documentation and the new system takes effect. Kotter’s Theory This theory is applicable for an organization that wants to change a certain aspect of its management. For example, a health facility may want to adopt certain information technology devices in order to ensure that patients are treated faster and better. This can be applied in cases where a hospital wants to adopt using wireless devices. This may be a vital improvement but not everyone in the hospital may appreciate it; thus, managers have to influence the employees to accept change. In addition, the managers need to have a vision of the positive factors that will result from the change. In this case, they have to ask themselves what it will mean to have a wireless health facility. They have to be able to answer this question so that the change can be possible. Moreover, they have to have a broad vision on every aspect that will be affected by the change, for example if they go wireless will there be need for support? How will the vision affect the patients? Are their competitors doing the same thing? How much revenue will be earned as a result of the change? All these questions have to be answered so that they can have a clear view of what the future will look like if they adopt using wireless devices. Conclusion It is essential to take note of both situational and psychological aspects of change; therefore, organizational change may affect the identities of people who are involved in the process of change. Therefore, when the situational, as well as psychological change aspects are ignored, health care managers will be doomed, and they will always try change implementation but no results will be attained. References Bate P, Mendel P, Robert G. (2008). Organizing for Quality. The Improvement Journeys of Carter, R. T. (2000). Addressing cultural issues in organizations: Beyond the corporate context.Thousand Oaks, Calif: Sage Publications. January, pp. 96-103 Kotter, J. (2007). Leading Change, Why Transformations Efforts Fail, Harvard Business review, Leading Hospitals in Europe and the United States: London. Radcliffe Publishing. Petersen, S. H. & Pedersen, J.R. (n.d). A Case on Change Management. Retrieved on 6th July 2012 from http://www.ep.liu.se/ecp/033/058/ecp0803358.pdf Read More