Change Management
Change Management
Part I
The best three approaches for managing resistance to change in respect to the nurses are education and communication, participation, and coercion.
Part II
Education and communication
My first approach toward managing the resistance of the two nursing team is to educate and communicate the change. Within Lewin’s three step model it speaks of “unfreezing the status quo” (Stephen Robbins, 2005, p555 Para 1); the two teams rather keep their working situations as they are current. Retraining forces are present for the fact both teams feel they are vital to their departments and the other team lacks the skills necessary to function in their department. By educating and communicating to both teams my reason for implementing the change will be the driving force that will change the teams’ behaviors away from their status quo. The two-team leaders may impose a restraining force that will hinder movement from the existing equilibrium. Counseling each team, team members individually will allow their concerns and apprehensions known and addresses (Stephen Robbins, 2005). In addition to Lewin’s three-step model, implementing the organizational development concept are ideal for both teams. Both teams lack organizational growth, fail to value co-workers human values, both teams lack collaborative and participative process, and fail to have a spirit of inquiry (Stephen Robbins, 2005). The organizational development concept will allow for interventions for bringing about change.
Coercions
Coercion is next, the implementation to cross-train the two teams are definite. Therefore, the only recourse is to resign. The decision to cross-train teams is a permanent decision, it must be made clear to both team-leaders there is only one recourse of action and that is to resign. This rigid approach communicates directly to individual team members in respect to breaking down resistance and group conformity. Moreover, members may have
Part I
The best three approaches for managing resistance to change in respect to the nurses are education and communication, participation, and coercion.
Part II
Education and communication
My first approach toward managing the resistance of the two nursing team is to educate and communicate the change. Within Lewin’s three step model it speaks of “unfreezing the status quo” (Stephen Robbins, 2005, p555 Para 1); the two teams rather keep their working situations as they are current. Retraining forces are present for the fact both teams feel they are vital to their departments and the other team lacks the skills necessary to function in their department. By educating and communicating to both teams my reason for implementing the change will be the driving force that will change the teams’ behaviors away from their status quo. The two-team leaders may impose a restraining force that will hinder movement from the existing equilibrium. Counseling each team, team members individually will allow their concerns and apprehensions known and addresses (Stephen Robbins, 2005). In addition to Lewin’s three-step model, implementing the organizational development concept are ideal for both teams. Both teams lack organizational growth, fail to value co-workers human values, both teams lack collaborative and participative process, and fail to have a spirit of inquiry (Stephen Robbins, 2005). The organizational development concept will allow for interventions for bringing about change.
Coercions
Coercion is next, the implementation to cross-train the two teams are definite. Therefore, the only recourse is to resign. The decision to cross-train teams is a permanent decision, it must be made clear to both team-leaders there is only one recourse of action and that is to resign. This rigid approach communicates directly to individual team members in respect to breaking down resistance and group conformity. Moreover, members may have