Lippitt's Phases of Change Theory - Essay Example

?Lippitt’s Phases of Change Theory Introduction There is a common phrase that s, “The only thing that is constant is change.” We all grow- body cells die and are replaced by new ones. Chemical reactions occur-heat changes the viscosity of oil in our cars and we need to replace the oil to keep the engine running. Seeds are planted; they develop and become flowers and plants. Babies take their first steps and form their first words. The idea is that change is part and parcel of our lives. It is ingrained in nature itself and there is completely nothing we can do to stop change. However people all over the world always fight to resist change. They fear the new ideas that change is going to impose on them (Kinicki & Kreitner, 2006). They fear the unknown as they are skeptical of what the new changes might bring to their lives. People want to maintain the status quo and therefore will do anything to resist the change. They do this because of various reasons some of them include the need to maintain social relations that have been built over time. Some just resist change because of the costs and the consequences associated with the change. Eventually the people do change no matter how long it takes them (McGinnis, 2005). At the workplace this is evident in so many ways and can lead to frustrations in the leadership of the organization if the correct measures are not put in place to address the change to new platforms, technology structures and process. Managers will therefore employ many models to ensure that they can effectively manage the change and that it does not cost the organization (Miner, 2007). Change It is important to realize that there are two types of change: uncontrolled change and controlled change. The uncontrolled change is created by nature and cannot be altered by humans. The change may be perceived as positive or negative depending on an individual’s perspective. This is the change in which people have no control of and are forced to move along with the change whether they desire it or not (Miner, 2007). The second type of change or the controlled change is the change that is human initiated. The actions are most of the time intentional and aimed at achieving specific results and do not consider whether the desired result is achieved or not. To gain the intended result requires a thorough understanding of the present state, the desired state, the variables involved and the mechanics of change itself (Nicklos, 2010). Lippitt’s phases of change theory The phases of change theory was proposed by Lippitt and is built on Lewin’s three stage theory- the most widely used change theory. In Lewin’s theory, it involves three stages: (1) the unfreezing stage where the change agent is motivated to create change. The affected people are then made aware of this need to change. The problem is identified or diagnosed and the best solution is advanced and selected to address the problem (Warner, 2010). There three possible mechanisms that give input to the initial change: lack of confirmation, guilty or anxiety and psychological safety. The second stage is called the moving stage where information is gathered to facilitate the change and here an influencial person is key to the success of this stage. The third and last stage is the unfreezing stage where the changes are integrated and stabilized as part of the value system. There exist driving forces that encourage the change while at the same time there are restraining forces that work against the change. The change agent identifies and deals with the latter forces in order that change is established with homeostasis and equilibrium (Warner, 2010). Therefore Lippitt borrowed the ideas of this theory and used them in developing the phases of change theory by adding seventh phase to Lewin's original theory of change. The theory has seven phases. Phase one is diagnosing the problem. During this phase a nurse manager or the change agent looks at all the possible ramifications of a proposed change and who will be affected by the change. The people who may be affected by the change are involved in the change process so that they are able to appreciate and incorporate the changes in their operations (Swansburg, 2000). In this stage the nurse manager holds group meetings in order to involve others in the setting and also to win their commitment in securing the change. Because change affects a number of people and not only the people for whom the change is intended on, the nurse manager or the change agent will involve many other people in the whole process and these include: the top management of the institution and other policy makers within the institution and outside the institution (Roussel, Swansburg, & Swansburg, 2006). There will be difficulty in implementing the proposed changes if the change agent does not involve other people in the process. The management for example will ensure that the resources are available to support the intended change and the policy makers will ensure that the proposed idea is in line with the law and other policies so that there is no conflict (Roussel, Swansburg, & Swansburg, 2006). The second phase is assessing the motivation and the capacity for change. In this phase possible solutions are determined and the pros and cons of each are determined. A variety of solutions are proposed to solve the problem and a group of people and the change agent looks at the solutions critically assessing the advantages and the disadvantages that come with each type of solution (Sullivan & Decker, 2005). This phase also puts consideration on the methods of implementing the proposed solutions, the barriers that are eminent in the implementation of the proposed solutions, factors motivating people to use each of the solution, the driving forces and the facility forces. The assessment also puts into consideration financial aspects, structure, rules and regulations established at the facility, the organizational culture at the institution, people profiles including their personalities, power and authority and the nature of the organization. During this particular phase the change agent has the task of coordinating activities among a number of small groups within and outside the institution (Ziegler, 2005). The third phase is assessing the change agent’s motivation and resources. The change agent for any program can be internal or external to the particular organization or even a unit of the organization. The external change agent may have fewer bases but must provide sufficient expertise and credentials to support the change. An internal agent comes from within the organization and knows the people within the organization and therefore works from first-hand information (Swansburg, 2000). Other situations experience or have both internal and external change agents interested in initiating changes within the organization. The change agent has to be evaluated or assessed to ascertain the reasons as to why he desires to initiate the change and therefore this means that his proposed changes must have a genuine desire to improve the situation or eliminate the problem at hand. The change agent must have knowledge of interpersonal and organizational approaches, experience is necessary, dedication to change is a must and they must have a personality that suits the situation. For the change agent to work effectively with the people he or she must be objective, flexible and accepted by a majority of the people if not all (Sullivan & Decker, 2005). The fourth phase is selecting progressive change objectives. In this phase the change process is explained by the change agent. In this stage also a detailed change plan is made explaining the various elements, people, resources and processes involved in the change process (Ziegler, 2005). Timetables and deadlines are also set to accomplish specific objectives that may be required to be achieved by the end of a given period of time. People are also assigned responsibilities and specific tasks that they are expected to accomplish by the end of a given period of time set in the deadlines and the timetables. It is in this phase that the change is implemented on a trial basis for a given period of time and evaluated to assess the impact of the change and the consequences that have come up as a result of the change (Warner, 2010). The fifth stage is choosing the appropriate role of the change agent. As the change agent is the initiator of the whole process, he/she must be assigned a specific duty. The change agent will be active in the change process especially when it comes to handling personnel and facilitating the change (Sullivan & Decker, 2005). Conflict and confrontation will be dealt with by the change agent himself. To ensure that the process of change is successful, it is important that the change agent is assigned the overall role of monitoring the process and ensuring everything is on course as planned. Those resisting the change have to be dealt with as soon as possible before they interrupt the whole process of change and fail the idea or program (Roussel, Swansburg, & Swansburg, 2006). The sixth phase is maintaining the change. Change may be easier to begin as everyone may be enthusiastic at the start especially if the proposed change is aimed at improving the working conditions or general wellbeing of the staff. The problem comes in at maintaining the change. This phase therefore requires that there should be constant communication between the change agent and the personnel (Warner, 2010). All the operational areas of the change process must be well linked in terms of communication to facilitate issuance of instructions and provision of feedback on the progress. In case of large changes they may require the time extensions and new power structures so that the progress of change is not only monitored by one person or the change agent but a variety of people (Warner, 2010). The last phase is terminating the helping relationship. Change should be monitored for a specific period until it is well incorporated into the system. Once this has been achieved, the change agent is supposed to withdraw at a given point in time. This happens after they have written a policy or procedure to perpetuate the change. The agent remains as a consultant who will only provide advice and reinforcement if there is need (Ziegler, 2005). People have to be controlled especially at the initiation of the change as there may be many who are resistant to the change because it is not in line with their beliefs or values. Others may out rightly ignore the change and work against it without a good reason. The change agent has to see to it that all these are addressed initially and during the process of change before exiting the system and leaving the people to practice the new ideas or practices introduced (Swansburg, 2000). Application to the nursing profession A research was carried out on Psychiatric nurses in which they were asked to reflect on their orientation towards change. The results showed that nurses were enthusiastic, hesitant, or withdrawn about the idea of changing practices to patient –centered care on the admission unit of a psychiatric hospital. Another research in which hospital chief executives were surveyed on the process of change at their facilities in order to reduce costs and maintain quality within the organization revealed that many hospitals are facing the same concern but appreciated the need for change to relieve the financial burden on hospitals and maintain high quality care built on the available budget. With this we can say that change is needed for effective management of health institutions. The nurses must be involved in this change if the change as to succeed (Sullivan & Decker, 2005). The Lippitt’s phases of change model is very instrumental in the nursing practice and this is because of the continued advancements in technology, the changing nature of healthcare organizations and the evolving professional standards. The various styles, policies, procedures, relationships with subordinates and the behaviors of a nurse manger must be evaluated so that they are in line with the new breed of nurses. The nursing profession is a growing profession and experiences change every day. Some of the nurses find it hard to embrace these changes because they were not consulted or simply because they do not have an idea of the proposed changes and how they affect them (Ziegler, 2005). The nursing manager must work with other nurses in ensuring that the change is well communicated and the people are involved in the change process. He/she must be an influential person with the desire or motivation to support and encourage success in the process of change (Swansburg, 2000). References Kinicki, A., & Kreitner, R. (2006). Organizational Behavior: Concepts, Skills and Practices. New York: McGraw Hill/Irwin. McGinnis, S. K. (2005). Organization behaviour and Management Thinking. Retrieved April 7, 2012, from Jones and Barlet learning: http://www.jblearning.com/samples/076373473X/3473X_CH03_4759.pdf Miner, J. B. (2007). Organizational behaviour: From theory to practice. New York: M. E Sharpe. Nicklos, F. (2010, May 11). Four Change Management strategies. Retrieved April 7, 2012, from Distance Consulting LLC: http://www.nickols.us/four_strategies.pdf Roussel, L., Swansburg, R. J., & Swansburg, R. C. (2006). Management and Leadership For Nurse Administrators. New York: Jones and Bartlett Learning. Sullivan, E. J., & Decker, P. J. (2005). Effective leadership and management in nursing. New York: Prentice Hall. Swansburg, R. C. (2000). Management and Leadership for Nurse Managers. New York: Jones & Bartlett Learning. Warner, B. W. (2010). Organizational Change: Theory and Practice. London: Sage Publishers. Ziegler, S. M. (2005). Theory-Directed Nursing Practice. New York: Springer Publishing Company. Read More