Step 3 : Evaluation
Step 4 : Analysis
the author to feel empowered as there was evidence to support the advantages of an ACP led approach from not only a patient care perspective but also an organisational perspective , which appeared to alleviate any initial external fears .
Step 3 : Evaluation
The use of a change model when initiating change assists managers in anticipating areas of resistance and provides an opportunity to implement counter strategies to reduce , if not fully eliminate issues prior to commencement . There are many widely recognised processes of change including McKinsey ' s 7S model-based framework ( Hanafizadeh and Ravasan , 2011 ), Kotter ' s 8-Step Theory ( Auguste , 2013 ) and Kübler-Ross Five Stage Model ( Rosenbaum eat al , 2018 ). To support the change management process in the instance of the proposed new service , the author utilised Lewin ’ s ( 1951 ) “ unfreeze , change and refreeze ’ theory , namely due to its simplicity .
The model has been previously criticised for being outdated and irrelevant to contemporary society as it is felt change is inevitable and could happen at any time leaving little or no time to settle into routines . The concept of ‘ refreezing ’ gives an impression of stability which could create inflexibility and the need to readdress organisational culture with every new innovation , therefore proving incompatible with current thoughts that change is continuous ( Burnard and Gill , 2009 ).
Although outdated the model is still widely used and serves as the basis for many modern change models . The author noted that the simplicity of the model allowed flexibility in its interpretation and execution of the process . It influenced the author to follow a series of key phases which started with creating the perception that a change was needed amongst colleagues and external stakeholders , then a shift toward the new , desired level of behaviour by implementing a clinical response for referred or identified patients and finally , solidifying new behaviour as normal practice by maintaining the level of service delivered . The author found that Lewin ’ s ( 1951 ) “ unfreeze ’ phase encouraged communication and engagement with all those involved in the process of change , resulting in the whole process being met with less resistance ( Manning , 2006 ).
Step 4 : Analysis
Leadership is defined as the art of motivating a group of people to work towards achieving a common goal . The leader is considered the one that possesses a combination of personality traits and leadership skills that makes others want to follow their direction ( Avolio et al , 2009 ). Despite a consensus on definition , there are many styles that can be utilised to demonstrate leadership .
Authoritarian
A breakdown of communication is one of the first signs of organisational difficulty and one of the main criticisms associated with the authoritarian leadership style ( Marquis and Huston , 2015 ). The authoritarian model promotes decision making at a managerial level with dissemination downwards to those expected to adhere . This ‘ top-down ’ delivery of change is often met with confusion , frustration , and resistance with innovative and proactive members of the team left feeling demoralised and undervalued by an organisation ( Porter-O Grady and Malloch , 2010 ).
It has been argued that the authoritarian ’ s dictation of rules to achieve organisational objectives and establish desired behaviour results in a normative mind-set , ensuring team adherence opposed to conflict ( Sullivan and Garland , 2013 ). Debatably , this instilled mind-set could be considered depthless and non-conducive for inspiring creativity and innovation within a team , suggesting the model may be ineffective in the process of change ( Manning , 2006 ). This does not negate the authoritarian ’ s ability to produce prompt outcomes in crisis situations ( Stone et al , 2003 ). However , the under-utilisation of the internal workforce ' s experience and insight could risk unmet population need and unexplored , potentially more efficient ways of delivering care .
When considering an authoritarian approach to lead the project , the author recognised that organisational need can sometimes conflict with