module 6 4 strategies for managing change for hinari english 10 2009

8/3/2019 Module 6 4 Strategies for Managing Change for HINARI English 10 2009

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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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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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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

module 6 4 strategies for managing change for hinari english 10 2009

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