Concept of managing change

Concept of managing change

Concept of managing change

Introduction

The change implemented in NHS to achieve the above objectives was an transformational coupled with incremental change.Transformational change is a radical, grounbreaking alterations that show a move from the accepted patters of organizational behaviour and operations. Incremental change is a more gradual one.The firms usually start with a transformational change however research findings indicate that incremnetal change is the usual outcome of change initiatives. The change plan was phased over a long time frame, starting from 1997 onwards. We have tried mapping the change plan by adapting from Lewin's model of change Bridge's model of change (Buchanan, D & Huczynski, A 2007, 766-89)

However we suggest some adjustements to this model in our analysis as It does not allow for reviewing the plan at everys step and excludes an impotant aspect of 'feed back loops'. NHS being such a huge organisation implementing change across the entire organization simultanously is a herculean task, which needs monitoring and improvemnet at every level. To achieve this feedback loops become imperative. Also the fact that various change plans have been implememted simultanously makes it very difficult to carry the poject to success and sustainibility, hence the suggestion of feedback loops that ensures that improvemnets achieved are constantly innovated and standardised. (Buchanan, D & Huczynski, A 2007, 766-89

Linking the commitment of the senior leadership to our adaptation of Bridge's and Lewin's model we see that, at NHS, the senior management displays very little involvement in the initial stages of the change implementation. Gradually we see that the participation and commitment has increased but it is still not at par with the amount of commitment required. As per the model, at any given point in time there are three dimensions to change. Things are ending, new aspects are emerging and others are in a constant state of change. The changes shaping are divided into three zones. In the first zone, old is ending and phasing out, while in the neutral zone, change is emerging and the last zone marks new beginnings. Managers need to focus differently, depending on in which zone majority of the sub plots of change lie. Example at the point where majority of the change is taking place in ending the old, managers need to focus on driving communication and training and creating a sense of commitment. While when majority of the plots lie in the neutral zone, which is characterized by uncertainty and vulnerability, the management need to put all their energy into managing the emotional contracts of the staff and deciphering the reasons for any resistance. Finally, at a point when the neutral change starts morphing into new beginnings, standardizing and freezing these changes are where all efforts need to be focused on. (Buchanan, D & Huczynski, A 2007, 766-89)

Explanation

As the change at NHS is incremental, things are always changing. Thing are in a constant state of flux which means that there are reduced levels of motivation and commitment ...