scholarly journals Introducing a self-monitoring process in a teenage and young adult cancer unit: impact and implications for team culture and practice change

2013 ◽  
Vol 3 (2) ◽  
pp. 1-12
Author(s):  
Caroline Knott ◽  
◽  
Laura Brown ◽  
Sally Hardy ◽  
◽  
...  
Keyword(s):  
Critical Reflection ◽  
Resistance To Change ◽  
Leadership Skills ◽  
Change Leadership ◽  
Practice Change ◽  
Inpatient Setting ◽  
Team Culture ◽  
Change In Practice ◽  
Successful Change ◽  
Practice Development

Background: The project took place in a cancer service for teenagers and young adults (13-24 years) in the UK, as part of a large service change project. Chemotherapy that had traditionally been given in an inpatient setting was to be transformed into an ambulatory care model. Aim: The authors aimed to lead a change in practice whereby patients receiving chemotherapy would be taught to monitor and test their own urine output by the staff nurses. This meant challenging a matriarchal nursing culture within the team. Learning drawn from leading the project is discussed. Methods: Various approaches were used to initiate and embed change within the unit, including producing learning tools and resources, listening to the team and providing creative opportunities for feedback. Critical reflection was used to facilitate learning about change leadership and practice development. Findings: Initial resistance to change led to the development of leadership skills and a deeper understanding of team culture. Successful change leadership requires leaders to take the time to listen to stakeholders and provide real opportunities for feedback and collaboration. Critical reflection is essential. Conclusions: The workbased learning project was effective in the simultaneous development of leadership skills and implementation of change in practice. Implications for practice: Team culture must be understood for practice development to be successful Making time for critical reflection is essential for successful change leadership Nurse leaders should actively seek feedback about change from stakeholders by providing a variety of approaches to communication Workbased learning is an effective way of developing leadership skills

A Lesson on Human Factors in Airway Management Learnt From the Death of George Washington

2020 ◽  
Vol 163 (5) ◽  
pp. 1000-1002
Author(s):  
Ahmad K. Abou-Foul
Keyword(s):  
Human Factors ◽  
Airway Management ◽  
Situational Awareness ◽  
Resistance To Change ◽  
Change Leadership ◽  
Acute Epiglottitis ◽  
George Washington ◽  
Leadership Model ◽  
Factors Analysis ◽  
Human Factors Analysis

On December 14, 1799, 3 prominent physicians—Craik, Brown, and Dick—gathered to examine America’s first president, George Washington. He was complaining of severe throat symptoms and was being treated with bloodletting, blistering, and enemas. Dick advised performing an immediate tracheotomy to secure the airway. Both Craik and Brown were not keen on trying tracheotomy and overruled that proposal. Washington was not involved in making that decision. He most likely had acute epiglottitis that proved to be fatal at the end. If Dick had prevailed, a tracheotomy could have saved Washington’s life. Human factors analysis of these events shows that his physicians were totally fixated on repeating futile treatments and could not comprehend the need for a radical alternative, like tracheotomy. That was aggravated by an impaired situational awareness and significant resistance to change. Leadership model was also based on hierarchy instead of competency, which might have also contributed to Washington’s death.

Creating a sustainable model for stroke system change

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elizabeth Linkewich ◽  
Shelley Sharp ◽  
Denyse Richardson ◽  
Jocelyne McKellar
Keyword(s):  
Change Process ◽  
Leadership Skills ◽  
Transformational Change ◽  
System Change ◽  
Change Leadership ◽  
Leadership Capacity ◽  
Process Change ◽  
Content Type ◽  
Tailored Approach ◽  
Capacity For Change

PurposeThe purpose of this paper is to develop an infrastructure and leadership capacity for a sustainable approach to collaborative change in a complex health-care system.Design/methodology/approachAn infrastructure for system change and a mechanism to build capacity for change leadership was developed. This involved (1) using a community of a practice model to create a change community, (2) developing an iterative engagement and change process and (3) integrating collaborative change leadership skills and knowledge development within the process. Change leadership was evaluated using Wenger's phases of value creation.FindingsA change community of 62 members across 19 organizations codeveloped a change process that aligns with Cooperrider's 4D Cycle. The change community demonstrated application of change leadership learnings throughout the change process.Originality/valueA tailored approach was required to support sustainable transformational change in the Toronto stroke system. This novel methodology provides a framework for broader application to systems change in other complex systems that support both local and system-wide ownership of the work.

Improving Small Firm Performance Through Collaborative Change Management and Outside Learning

2011 ◽  
Vol 2 (1) ◽  
pp. 1-24 ◽  
Author(s):  
Thomas Menkhoff ◽  
Chay Yue Wah
Keyword(s):  
Change Management ◽  
Small Firm ◽  
Small Firms ◽  
Resistance To Change ◽  
Change Leadership ◽  
Change Implementation ◽  
Strategic Learning ◽  
Ethnic Chinese ◽  
Management Approaches ◽  
Firm Owners

This empirical-exploratory article sheds light on the change management approaches used by Chinese owner-managers of small firms in Singapore and their openness toward strategic learning. The paper examines widespread common-sense assumptions that ethnic Chinese adopt mostly directive-coercive (autocratic) change management approaches, which may stifle innovation. Great diversity exists amongst small firm owners in Asia with regard to their change leadership practices, and respective change implementation approaches are contingent on both demographic variables and situational forces like the urgency of change, the degree of resistance to change, and/or the dynamics of the environment in which the firms operate. Data from a SME survey in Singapore (n = 101) serves to substantiate several propositions about change management of Chinese owner-managers of SMEs in Singapore. Three hypotheses about the openness of SME owner-managers to outside sources of learning are presented to ascertain the prediction that such knowledge can give SMEs a performance headstart by helping them to work smarter.

Select Learning Organizations?

2012 ◽  
Vol 3 (2) ◽  
pp. 1-9 ◽  
Author(s):  
Linda Ellington
Keyword(s):  
Success Factors ◽  
Learning Organizations ◽  
Leadership Skills ◽  
Educational Background ◽  
Cultural Shift ◽  
Critical Success ◽  
Strategic Direction ◽  
Traditional Organization ◽  
New Vision ◽  
Successful Change

Transformation is how adults make meaning from and interpret experiences. Transformation know-how is an important attribute to demonstrate while leading. This paper examines the transformational ability of leaders. It is generally perceived that since leaders have similar leadership skills, the perception of how they transform their organizations into learning organizations would be uniform. Expectations directly influence meaning and how the perspective changes to accommodate the new experience. This could be attributed to factors like a leader’s educational background, experience in a complex organization, or exposure to successful change efforts. This study attributes specific leadership experiences and perceptions toward the ability to transform an organization. Critical success factors are sound awareness of transformation, the courage to engage in a disoriented dilemma, to accept the knowledge that a perspective requires new understandings of those who lead at all levels within the organization, and the ability to articulate the strategic direction and gain the motivation and engagement from all stakeholders. Four leadership skills are found in the literature that acknowledges transformational leaders have similar skills and perceptions on transforming a traditional organization into a learning organization: a) sense of urgency, b) envision a new vision, c) catalyst for a cultural shift, and d) strategic thinking.

Compromise may undermine UN peace and security reform

2018 ◽  
Keyword(s):  
Human Resources ◽  
Member State ◽  
Resistance To Change ◽  
Middle Management ◽  
Leadership Skills ◽  
Secretary General ◽  
Security Architecture ◽  
Content Type ◽  
Reform Agenda ◽  
Peace And Security

Subject Reform of the UN's peace and security architecture. Significance UN Secretary-General Antonio Guterres was elected on a reform agenda, including promises to transform arguably the UN’s most prominent public face: its peace and security architecture. However, there are growing indications that his vision is being diluted by a combination of bureaucratic resistance and member state divisions, despite general support for this agenda. Impacts The UN will remain hobbled by a human resources system that is inefficient, opaque and lacks accountability. Frustrations among UN staff who feel unsupported in personal or career development may undermine efficiency. Stagnation and lack of leadership skills in UN middle management may exacerbate resistance to change.

scholarly journals AN INVESTIGATION OF FACTORS THAT LEAD TO RESISTANCE TO CHANGE IN THE TRANSFORMATION PROCESSOF MICROFINANCE ORGANIZATIONS IN KENYA INTO DEPOSIT TAKING INSTITUTIONS

2017 ◽  
Vol 1 (2) ◽  
pp. 43
Author(s):  
Belinda Kendi ◽  
Prof. Kinyua Kamaria
Keyword(s):  
Training Programs ◽  
Resistance To Change ◽  
Positive Association ◽  
Transformation Process ◽  
Strategic Decision ◽  
Primary Data ◽  
Microfinance Institutions ◽  
Descriptive Research ◽  
Track Record ◽  
Successful Change

Purpose: The purpose of this study was to evaluate the factors that lead to resistance to change in the transformation process of Microfinance institutions in Kenya into Deposit Taking institutions.Methodology: This study adopted descriptive research design. For purposes of collecting primary data, the use of a questionnaire developed by the researcher was used. Data was then analyzed using Excel and SPSS and presented in tables, graphs and charts. A total of 120 questionnaires were distributed to the above five organizations and 42 of them were returned. This represents a 35% response rate.Results: The study also concluded that initiatives that reduce resistance to change have a positive association with transformation.  For instance, the study concluded that training was associated with higher transformation success. Furthermore, a positive attitude towards change was associated with higher transformation success. The study also concluded that the higher the perceived benefits, the higher the transformation success. It was also noted that organizations that had a good track record of successful change attempts had successful transformations and that the credibility of the organizations determined how respondents felt about the organizations ability to implement successful transformations.Unique contribution to theory, practice and policy: The study recommends that Leaders should as much as possible clearly define the need for the change by communicating the strategic decision as well as involving their subordinates in the planning of the change by asking them to give suggestions and ideas. Transforming MFIs should also plan for and deliver relevant training programs that develop basic skills.

Improving Small Firm Performance Through Collaborative Change Management and Outside Learning

2013 ◽  
pp. 97-122
Author(s):  
Thomas Menkhoff ◽  
Chay Yue Wah
Keyword(s):  
Change Management ◽  
Small Firm ◽  
Small Firms ◽  
Resistance To Change ◽  
Change Leadership ◽  
Change Implementation ◽  
Strategic Learning ◽  
Ethnic Chinese ◽  
Management Approaches ◽  
Firm Owners

This empirical-exploratory article sheds light on the change management approaches used by Chinese owner-managers of small firms in Singapore and their openness toward strategic learning. The paper examines widespread common-sense assumptions that ethnic Chinese adopt mostly directive-coercive (autocratic) change management approaches, which may stifle innovation. Great diversity exists amongst small firm owners in Asia with regard to their change leadership practices, and respective change implementation approaches are contingent on both demographic variables and situational forces like the urgency of change, the degree of resistance to change, and/or the dynamics of the environment in which the firms operate. Data from a SME survey in Singapore (n = 101) serves to substantiate several propositions about change management of Chinese owner-managers of SMEs in Singapore. Three hypotheses about the openness of SME owner-managers to outside sources of learning are presented to ascertain the prediction that such knowledge can give SMEs a performance headstart by helping them to work smarter.

The tools and techniques of effective change management

2015 ◽  
Vol 23 (1) ◽  
pp. 35-37 ◽  
Author(s):  
M.S. Rao
Keyword(s):  
Resistance To Change ◽  
Business Environment ◽  
Change Leadership ◽  
Global Business ◽  
Effect Change ◽  
Content Type ◽  
Modern Business ◽  
Tool Set ◽  
Mind Set ◽  
Tools And Techniques

Purpose – Equips leaders with tools and techniques to lead change effectively. Design/methodology/approach – Explains various aspects of change leadership, including the characteristics of change leaders, and outlines a blueprint to effect change successfully. Findings – Argues that change requires a new mind-set, tool-set and skill-set. Lists some of the reasons for resistance to change. Practical implications – Highlights the differences between change and growth and considers the implications of these. Social implications – Seeks to justify the need to change in the current global business environment. Originality/value – Concludes that change is imperative for an organization to succeed in the modern business environment.

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