Bradford VTS Online Resources:
- MindTools on Change Management (excellent)
- BusinessBalls complete guide to Change Management (excellent)
- PulseToday on Change Management
- Wikipedia on Change Management
- 10 Principles of Change Management
- 8 elements for an effective change management process
- Shaping the future of General Practice (King’s Fund)
If you have files you would like me to host on here and share with others, OR if you would like to help develop these pages further, then please email me.
What is Change Management?
- Change management is a structured approach to moving an organisation from the current state to the desired future state.
- And whilst a lot of uncertainties remain around the NHS, one thing for certain is that the NHS will constantly be undergoing change. We and our staff need to get used to the idea of changing and evolving in the NHS – in the same way people evolve and progress with life.
- Resistance to change is a natural phenomenon, so managing change in a structured and controlled manner is essential if the benefits in a change are to be realised.
Some Models of Change Management
There are many change management models, such as those of Kotter, Carnall and Lewin. Each model has a different approach and applies different metaphors. Carnall’s model, for example, is applicable to organisations that operate like a political system but not those that operate like a machine, whereas Lewin’s model is the reverse.
A typical generic change management process might include the following steps:
ASSESS > PREPARE > PLAN > IMPLEMENT > SUSTAIN
Quick Checklist of 10 general best practices for managing changes to your organisation and overcoming resistance to change
- Time it right
- Make the change desirable – make the benefits very clear
- Recruit help from within (to help engage their colleagues)
- Provide early communication about the impending change
- Provide continuous communication updates thereafter
- Communicate the change on all levels
- Have an open forum to discuss things – correct mis-perceptions, align thinking
- Monitor the change as it is implemented – iron out the kinks
- Ease up the pressure
- Make sure the change is fully integrated (and not 50%).