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Strategies for Managing Change -regarding the adoption of HINARI
(module 6.4)
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Overview
How the change is implemented is critical
for the successful adoption of new
information resources
Review several models and concepts for
managing change
Apply these methodologies to yourinstitutional setting regarding the adoption
of HINARI
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Broad Concept of Change
Change is a permanent part of life. No matter
who we are, where we live, how old or young,
we all make changes in our lives. Most of us
struggle with changeThe ways we change inside, the ways we grow
and learn, and become transformed are
because of the changes in our lives.
Orlando A, Anaam C. The Change Agent
http://www.nelrc.org/changeagent/
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Change agent
an individual who influences clients decisions in
a direction deemed desirable by a change
agency; roles include
develop the need for change
diagnosis the problem
establish information exchange channels
create an intent to change in the clients translate an intent into action
stabilize adoption and prevent discontinuance
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Conditions for successful change
dissatisfaction with the status quo
people have the necessary knowledge andskills
tools needed to are available implementers have time to learn, adapt,
integrate and reflect on change
rewards or incentives exist for participants
participation in process is expected andencouraged
have support for innovation by key playersand stakeholders
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Resistance to change
lack of trust
perception that change is not necessary
perception that change is not possible
relatively high cost fear of personal failure
loss of status or power
threats to values and ideas
social, cultural or organizationaldisagreements
resentment of interference
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Exercise 1
Think of one successful change in yourwork environment. List the successfulchange variables that were in place. Whatwas the critical factor(s) for the success ofthe change?
Think of some unsuccessful change from
your environment. List the resistance tochange variables that were present. Whatwas the critical factor(s) that thwarted thechange?
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Exercise 1
Regarding the use and implementation
of HINARI, list some of potentialresistance to change factors in your
institutional setting.
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Three Phases
Unfreezing phase - old ways are nolonger appropriate and that change is
needed Changing phase - select an
appropriate and promising approach
Refreezing phase the new approachis implemented and it becomesestablished
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Everett Rogers:
Innovation/Decision Process Model
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Rogers: Adopter Categories
innovators - the first 2.5% to adopt theinnovation
early adopters - the next 13.5% to adoptthe new idea
early majority - next 34% of the adopters
late majority - the next 34% to embrace thechange
laggards - the last 16% to adopt theinnovation
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Adopter Categories Definitions
Innovators
have a great interest in new ideas and a desire tobe daring and risky
can cope with uncertainty regarding change
may not be respected by other members of theorganization
Early Adopters
are the critical group for change/opinion leaders
contain role models for others that respect them
for judicious innovation decisions are not too far ahead of the organization as
compared to innovators
decrease uncertainty when they adopt new ideas
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Adopter Categories Definitions
Early Majority
adopts new ideas before the average members ofthe organization
not opinion leaders/make decisions slowly and
carefully follow with deliberate willingness in adopting
change but rarely lead
Late Majority
adopts innovations after the majority of the
organization generally are skeptical and cautious
respond to pressure from their peers and neworganizational norms
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Adopter Categories Definitions
Laggards
are isolated and interact with others
with traditional values usually make decisions on what hasbeen done in the past
possess almost no opinion leaders
often are suspicious of change andchange agents
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Rogers: S-shaped Curve
a period of slow adoption before experiencing a suddenperiod of rapid adoption and then a gradual leveling off
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Exercise 2
For the successful utilization of HINARI in
your institution, identify individuals that would
be:
Innovators Early adopters
Early majority
Late majority Laggards
Opinion leaders in the early adopters
group
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Exercise 2
List two or three strategies you would
use to work with the opinion leaders. How would you deal with the laggards
(and you can be honest)?
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Useful Strategies
establish a sense of urgency
create a guiding coalition
develop a compelling vision and strategy
communicate the change vision widely empower stakeholders for broad-based
action on the vision
generate short-term wins
consolidate gains and produce morechange
anchor new approaches in organizationalculture
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Exercise 3
For your institutions adoption of HINARI, howwould you utilize the strategies andsuggestions listed above?
What would be most useful and why? Identify the key (most difficult) issues to
overcome for the successful adoption/utilizationof HINARI.
What strategies do you propose to surmountthese hurdles?
Implement the strategy that you have developed(to be done after the completion of the course)!
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Strategy for Stakeholders
Identify the stakeholders whose commitmentis required.
For each type of stakeholder, describe the
needed change, perceived benefits andexpected resistance.
Develop action plans including ones for thestakeholder groups that are not sufficientlycommitted.
One critical group often ignored is higher-level administration; they must be includedone of the key groups.
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Exercise 4
For the optimal use of HINARI, who arethe key stakeholder groups?
How would each group benefit fromHINARI?
Which would be the most difficult groupto work with and what strategy would
you use? How would you involve theadministration?
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Cautionary note
Consequences of innovation can include
undesirable consequences:
direct or immediate results
indirect or consequences that are a result of
the innovation
anticipated or recognized/intended changes unanticipated consequences that are neither
intended or recognized
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Goal of innovation or change
Dynamic equilibrium
Change occurs at a rate that the institution
can cope with it System can adapt to the change
The organization is not overloaded with too
rapid change that leads to an inability to
adjust or disequilibrium
Can this be achieved with HINARI?
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This is the end of Module 6.4
Updated 05 2007
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Further resources
Rogers, Everett M.
Diffusion of Innovations 5th edition
Simon & Schuster, 2003
This is the end of Module 6.3
Updated 05 2007