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Research implementation

Research implementation. Lecture 4: Diagnosing for Change and strategy I – making sense of change and models of change management Carl Thompson. Lecture aims. To understand the concept of change in relation to research implementation

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Research implementation

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  1. Research implementation Lecture 4: Diagnosing for Change and strategy I – making sense of change and models of change management Carl Thompson

  2. Lecture aims • To understand the concept of change in relation to research implementation • To understand some models of managing change in the context of implementation

  3. What do we mean by change? • Planned change • deliberate, conscious, rational social action • Emergent change • Spontaneous, unplanned (Mintzberg, 1989)

  4. So… • Identify explore and challenge assumptions underpinning decisions • Facilitation and change  • Control/isolation from uncertainty x • Organisational change is not fixed or linear, but contains an important emergent element!

  5. Episodic vs continuous change • Episodic • Infrequent, discontinuous, intentional. Also known as radical or 2nd order replacing one program or strategy with another • Continuous change • Ongoing, evolving, cumulative. Also known as 1st order or incremental change. Constant adaptation and editing of ideas – critical mass develops if enough people involved.

  6. Change and scope: Developmental Change • Improvement of existing situation

  7. Transitional change • Implementation of a known new state management of the interim transition state over a controlled period of time

  8. Transformational change • Emergence of a new state, unknown until it takes shape, out of the remains of the chaotic death of the old state; time period hard to control (Ackerman 1997)

  9. Change and Systems Thinking • Explores properties of the whole (rather than component parts) • Elements connected together to form a whole –  possesses unique properties (as a whole system) • Closed systems – autonomous and independent • Open systems – material, energy and information exchange (Checkland 1981; Senge 1990)

  10. So…. • System is made up of related and interdependent parts, so that any system must be viewed as a whole • Cannot view a system in isolation from its environment • Systems in equilibrium will only change if some type of energy is applied • Players within the system have views on system purpose and function, each person’s view may be different.

  11. NHS Plan • Requires that the NHS becomes an organisation able to embrace continuous, emergent change • Need models for Dx the ‘organisation’ which are useful for understanding and intervening in particular circumstances

  12. Models and change questions • How can we understand complexity, interdependence and fragmentation? • Why do we need to change? • Who and what can change? (next week) • How can we make change happen? (next week)

  13. How can we understand complexity, interdependence and fragmentation? • Weisbord’s 6 box organisational model • 7s model • 5 whys • Content, context and process model • Soft systems methodology • Process modelling • Process flow • Influence diagrams

  14. Why do we need to change? • SWOT

  15. Weisbord’s 6 box model

  16. 7S model

  17. 5 whys

  18. Content Context Process

  19. Soft systems

  20. Process mapping

  21. Influence diagrams

  22. Decision trees vs influence diagrams

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