Strategies%20for%20Managing%20Change%20-%20regarding%20the%20adoption/use%20of%20R4L%20Resources - PowerPoint PPT Presentation

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Strategies%20for%20Managing%20Change%20-%20regarding%20the%20adoption/use%20of%20R4L%20Resources

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Title: Strategies%20for%20Managing%20Change%20-%20regarding%20the%20adoption/use%20of%20R4L%20Resources


1
Strategies for Managing Change - regarding the
adoption/use of R4L Resources
2
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 your institutional
    setting regarding the adoption of Research4Life
    resources

3
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 change
  • The 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/

4
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

5
Conditions for successful change
  • dissatisfaction with the status quo
  • people have the necessary knowledge and skills
  • 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 and
    encouraged
  • have support for innovation by key players and
    stakeholders

6
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 organizational disagreements
  • resentment of interference

7
Exercise 1
  • Think of one successful change in your work
    environment. List the successful change
    variables that were in place. What was the
    critical factor(s) for the success of the change?
  • Think of some unsuccessful change from your
    environment. List the resistance to change
    variables that were present. What was the
    critical factor(s) that thwarted the change?

8
Exercise 1 continued
  • Regarding the use and implementation of R4L
    programs, list some of potential resistance to
    change factors in your institutional setting.

9
Everett RogersInnovation/Decision Process Model
10
Three Phases
  • Unfreezing phase - old ways are no longer
    appropriate and that change is needed
  • Changing phase - select an appropriate and
    promising approach
  • Refreezing phase the new approach is
    implemented and it becomes established

11
Adoption (Bell Shaped) Curve
12
Adopter Categories Definitions
  • Innovators
  • have a great interest in new ideas and a desire
    to be daring and risky
  • can cope with uncertainty regarding change
  • may not be respected by other members of the
    organization
  • 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

13
Adopter Categories Definitions
  • Early Majority
  • adopts new ideas before the average members of
    the 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 new
    organizational norms

14
Adopter Categories Definitions
  • Laggards
  • are isolated and interact with others with
    traditional values
  • usually make decisions on what has been done in
    the past
  • possess almost no opinion leaders
  • often are suspicious of change and change agents

15
Rogers S-shaped Curve
a period of slow adoption before experiencing a
sudden period of rapid adoption and then a
gradual leveling off
16
Exercise 2
  • For the successful utilization of R4L resources
    in your institution, identify individuals that
    would be
  • Innovators
  • Early adopters
  • Early majority
  • Late majority
  • Laggards
  • Opinion leaders in the early adopters group

17
Exercise 2 continued
  • 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)?

18
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 more change
  • anchor new approaches in organizational culture

19
Exercise 3
  • For your institutions adoption of R4L resources,
    how would you utilize the strategies and
    suggestions listed above?
  • What would be most useful and why?
  • Identify the key (most difficult) issues to
    overcome for the successful adoption/utilization
    of R4L.
  • What strategies do you propose to surmount these
    hurdles?
  • Implement the strategy that you have developed
    (to be done after the completion of the course)!

20
Strategy for Stakeholders
  • Identify the stakeholders groups whose
    commitment is required.
  • For each type of stakeholder, describe the needed
    change, perceived benefits and expected
    resistance.
  • Develop action plans including ones for the
    stakeholder groups that are not sufficiently
    committed.
  • One critical group often ignored is higher-level
    administration they must be included one of the
    key groups.

21
Exercise 4
  • For the optimal use of R4L resources, who are the
    key stakeholder groups?
  • How would each group benefit from these
    resources?
  • Which would be the most difficult group to work
    with and what strategy would you use?
  • How would you involve the administration?

22
Cautionary note
  • Consequences of innovation can include
  • desirable and undesirable consequences
  • direct or immediate results
  • indirect results or consequences that are a
    result of the innovation
  • anticipated or recognized/intended changes
  • unanticipated consequences that are neither
    intended or recognized

23
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 R4L resources?

24
Further resources
  • Rogers, Everett M.
  • Diffusion of Innovations 5th edition
  • Simon Schuster, 2003
  • Updated 2014 06
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