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Introduction

The Open University — Thu, 18 Feb 2016 09:35:45 GMT

Change is everywhere in health and social care environments. It can evoke a range of emotions, from excitement and eager anticipation, to fear, anxiety or hostility. Alongside the ‘big ideas’ for change that are articulated at policy level, managers are engaged in a continual process of implementing small-scale changes that can make a real difference to people’s lives at a local level. While service users and frontline staff are also involved in change processes, it is often a particular responsibility of managers to make changes happen, and this can involve overcoming significant resistance.

In this free course, you will explore the role of managers in the change process, and the skills required for managing and leading change. You will also plan a change project.

This OpenLearn course is an adapted extract from the Open University course K313 Leadership and management in health and social care.

Learning outcomes

The Open University — Thu, 18 Feb 2016 09:35:45 GMT

After studying this course, you should be able to:

appreciate the role of emotion and uncertainty in managing and leading change
demonstrate an awareness of how the approach to change can influence the way a manager might lead change
understand why change is considered so important in health and social care systems, yet is often so hard to successfully implement
outline a personal change management strategy and apply suitable tools to ensure successful implementation.

1 How do you handle change?

The Open University — Thu, 18 Feb 2016 09:35:45 GMT

Change comes in a variety of guises, and the way we approach and handle it differs from person to person. In Activity 1, you will hear two managers talking about their experiences of managing change, before moving on to explore your own approaches to change.

Activity 1

Allow 45 minutes

Start by watching these videos of managers in health and social care contexts. Anita Rogers was chair of the Ceredigion and Mid Wales NHS Trust, and is now a member of the ‘Save Aber’ community action group, campaigning to save local hospital services. Vivian McConvey is the chief executive of VOYPIC (Voice of Young People in Care), a voluntary organisation in Northern Ireland.

Vivian and Anita talk about their very different experiences of change. As you watch the videos, make some notes on the key pressures for change they mention, and the ways in which they handled them. What words do they use to describe change, and what emotions do they express in response to their role as managers of change? Were you surprised by anything they said?

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Narrator

This film is about the lessons learned by an academic and senior leader, Anita Rogers, who has experienced two very different kinds of leadership. Firstly, as an insider within the NHS, and secondly, as an outsider opposing a particular aspect of NHS policy.

Anita Rogers

I gained a number of insights about power and leadership from both experiences, as chair of a formal designated leadership role in an NHS trust, and a very informal role as a participant in a community action group.

Narrator

Anita is a Canadian who settled in Mid Wales. Today, she’s a member of the Save Aber Group, defending the services of the local general hospital. But previously, she was a senior manager in the NHS, working on an organisational change which she eventually opposed.

Anita Rogers

What I discovered, at least in my experience, was that a formal role doesn’t necessarily give you an immense amount of power. Whereas, in this informal role, as part of a community action group to save the local hospital, I feel a lot more of a sense of power.

Narrator

Between 2006 and 2008, Anita served as chair of the Ceredigion and Mid Wales NHS trust.

Anita Rogers

My job was to lead the board of directors. In essence, it meant speaking to the press, speaking to the public, representing the views of the organisation. My job was also to chair the board meetings.

Narrator

The trust was one of 22 designed to manage hospitals across Wales. But in recent years, the Welsh Assembly has made moves to centralise clinical expertise and save costs by merging trusts.

Anita Rogers

During the time that I was chair, the plan was to merge administratively with two neighbouring trusts in the south of the country – Carmarthenshire NHS Trust and Pembrokeshire NHS Trust. The plans seemed like a good idea at the time because the promise was that we would run more smoothly, that we would have more access to trade of services, if you will.

Narrator

But in the rural Aberystwyth catchment of the Mid Wales Trust, there was deep suspicion. Locals feared the services of their only general hospital, Bronglais, would be downgraded if there were an administrative merger.

Interviewer

And when you were chair, which side were you on?

Anita Rogers

When I was chair, I initially believed the promises that an administrative merger was appropriate and that it would ultimately result in better services – that it would knock down the organisational barriers whereby doctors could go back and forth amongst the three hospitals that were going to merge. I really did think it was a good idea.

As time went on, staff were increasingly uncomfortable. They had actually been in a similar situation many years before. They had a long memory. And I began to see that, in fact, the promises were hollow promises. That there was going to be a danger of services being eroded here.

I should also say there wasn’t really a choice. This merger was mandated by the Welsh Assembly Government. And whether I had objected or not, it would have gone through.

Narrator

The potential problem for patients was that if services at Bronglais were downgraded, they faced an 80 mile trip to the nearest hospital.

Anita Rogers

For many of the health care treatments that they need, they will have to drive an hour and a half or two hours. And in Wales, the drive is on curvy narrow roads, so these are very difficult distances. In addition, there is the issue of the golden hour. If somebody is in very serious health difficulties, they have the best chance of surviving if they’re are treated within the hour – the golden hour.

Narrator

Despite her increasing concerns, Anita hung on to her role as chair, trying to exert influence from within.

Anita Rogers

There is very little evidence anywhere that mergers accomplish what they set out to accomplish – cost effectiveness, better services. They just don’t do it. There’s no evidence base they do. And I spoke out in the Wales community about my concerns.

The regional director paid a visit to me spontaneously. He just happened to be in the area, is the way I remember it and the way I remember him telling me how he happened to be there without an appointment. But he said, if I don’t toe the line, they could pull me out of there tomorrow. What was shocking, though, being in the role myself was that feeling of not having any power at all. And to this day, I’m still haunted by it.

Narrator

After the merger, the local trust and Anita’s role within it ceased to exist and a new centralised health board took over.

Anita Rogers

The fears of the local population and the staff at Bronglais hospital in Aberystwyth have come to pass. The hospital services have been eroded. There has been consistent removal of services from Bronglais and those services have been relocated in the south of the country, in one of the two hospitals with whom we originally merged. So there has been a centralization and a consolidation of services so that now the local district general hospital is actually in danger of not being able to survive.

Narrator

After her frustrating experience, Anita tried to join a local pressure group, which had long been fighting to save Bronglais as a fully functioning district hospital. At first, the so-called Save Aber group was cautious about her approach.

Anita Rogers

Joining the group was a really interesting process because I had been the chair, I’d actually met with this group, and at the time, I was on the side, really, of the health board. So I was seen, really, at the very least, as untrustworthy, or the enemy at worst. So it wasn’t easy to break in. It took several months to establish a level of trust.

Narrator

The voluntary group is made up of practising and retired health professionals, GPs, hospital consultants, nurses, and local politicians, and is informally chaired by retired hospital consultant, Peter Gartner. But although there’s no official hierarchy, some members are more influential than others.

Anita Rogers

In the Aber group, yes, it’s a collection of equals. But the leadership actually resides, to most extent, I think, in William Roberts, who is the one who coordinates, who has the vision, who has mobilised people, who has the political networks and uses them. So it’s not a positional leadership. Ostensibly, he is just another one of us volunteers, but in fact he has taken leadership.

William Roberts

If we’re asked about do we want cardiology or cardiac surgery in Bronglais, the answer has to be no. But if we want general surgery, it’s pretty clear to me that we want to say that.

Narrator

But William Roberts doesn’t set all the agendas. Despite the common aim of saving Bronglais, there are considerable disagreements over the details.

Anita Rogers

It’s one of the reasons why I’m a bit tentative to jump in, intervene, try to focus it. One, I’m not the chair, but two, I’m aware of the factions and the tensions and the kind of slots that people, I think, have.

Narrator

One long running tension is about how complex or simple the group’s public message should be.

Jack Evershed

My message is a very simple one. It’s always the simple moral one, that we have an equity, that there needs to be equity of access to services to the people in Mid Wales. And especially when it comes to emergency, we deserve the same right to life as anyone living anywhere else. That is a message that’s not hard to sell.

William Roberts

There are two plans. There’s your plan, Jack, which is quite different to the plan that the consultants came up with and which they prepared for Elin. And therein starts lying a problem.

Jack Evershed

Yeah. Well I still haven’t seen that particular document.

William Roberts

Well, I’ll pass it on to you.

Narrator

Another complexity is differences in the vested interests of the professionals in the group and their attitudes towards the new centralised health board, [INAUDIBLE].

Elin Jones

But I think the issue of consultation and now pushing the health board to accept that they have to get out there and talk to people otherwise they’re going to lose the argument and it’s going to be political mess, really.

Diane Richards

Unfortunately, it’s not just about talking to people, it’s listening to people.

Speaker One

What’s the feeling about other consultants in the hospital about this?

David Jackson

Certainly some of them, they’ve got their wives, their family, or they have to protect themselves in a way. And I think the health board would be unremitting in its treatment of various consultants who broke ranks.

David Lewis

I think that it’s only fair that we don’t lay all of the blame on [INAUDIBLE]. A lot of the change in practice has been imposed from Royal Colleges and other colleagues in the disciplines that we work in.

David Jackson

You cannot have half a hospital. You cannot suck away services that are totally independent.

David Lewis

I couldn’t agree with you more. I wasn’t implicating the status quo I think it –

David Jackson

– a lot more combative.

David Lewis

All I’m saying is that I’m trying to apportion how these unfortunate decisions have been made. And often by our fellow professionals.

Diane Richards

Also, going back to what you said about consultants are worried because they’ve got their families here. They don’t want to rock the boat. Consultants come from away. Nurses and all of the other therapies tend to be from here. And so they’re going to be defending their community to a far greater extent because it’s our family, our neighbours, and our friends.

Anita Rogers

I think the free-flowing style can be a little bit problematic because it gets a little unfocused from time to time. What we saw in the meeting last night was a paradox in that we had a group of, individually, very strong leaders who came together voluntarily to be in this meeting. Paradoxically, what we lacked was strong leadership of the meeting itself.

Narrator

Despite the lack of agreement on details, the campaign still flourishes because the broad aim of saving Bronglais unifies the group. And most of the work takes place in between the bi-monthly general meetings.

Anita Rogers

Most of what’s happening is going on behind the scenes. There’s a lot of networking that goes on – meetings with various public people, groups. But it’s very emergent, because opportunities come up. And I think that’s really a significant part of leadership – to actually be able to spot the opportunities as they come up and to take advantage of them. It’s important not to be defeated by what looks like formal authority and formal power. That there’s a tremendous amount of power available in local and emergent leadership.

Narrator

During the filming with Anita, we encountered another example of the significance of emerged leadership within the health and social care sector. There was a demonstration outside the hospital as part of the National Day of Action on Pensions. Just as with the Save Aber group, it shows that people can, individually and collectively, take a stand against the forces of strong organisations. They could also use their conscience, guided by moral vision of some kind, to lead in a variety of ways, both inside and outside of formal institutions.

Anita Rogers

One of the things I have learned about leadership over the years is that it’s a constant negotiation process. And there’s an ebb and a flow. There are constraints, there are budgetary concerns and worries – there are many different kinds of constraints that are real and that we have to live with. But for a leader or a manager in which, perhaps, decisions are being taken that they may not agree with, I think it’s very important for a person to weigh up in a vigilant way. To be vigilant, not morally blind, and continually examine the central purpose of why they’re there, which is care of patients. These are not easy issues. Ethical dilemmas are not easily resolved. Sometimes they’re not resolved at all.

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Vivian McConvey

This is what a strategic plan of 100 pages looks like.

Narrator

Vivian McConvey is the chief executive of VOYPIC, of voluntary group with 36 staff based in Northern Ireland, which represents the voices of children in care.

Vivian McConvey

We started off with a consultation with young people. Then what we did was we consulted with yourselves long, long time ago. It’s taken two years.

Narrator

Vivian’s currently leading a strategic review of VOYPIC. Today, she’s discussing some big changes with one of four regional teams.

Vivian McConvey

Because I’m living and breathing this at the minute. But how do I get from my bit of living and breathing it down to your bit of really understanding it.

Narrator

Vivian now has a fairly assertive leadership style. But 10 years ago when she took up the post, her first as CEO, she felt uncomfortable.

Vivian McConvey

It’s quite a step up to go from senior professional adviser in an organisation to chief executive, and I always looked at myself as a baby chief executive. I was really doubting all the decisions I was making, even the confidence of lifting the phone and saying, ‘Hello, this is Vivian McConvey, I’m the chief executive of VOYPIC.’

It takes a lot of confidence to sort of make those cold calls, develop those relationships. And I went to the board, and I said, this is a whole new post for me. And I need to make a shift in my own mindset.

Narrator

Working with VOYPIC’s board of governors, Vivian was helped by a series of mentors to assist her in developing a leadership style.

Vivian McConvey

What’s really clear to me is that the learning is ongoing. And also, I maybe made less mistakes because if I’d gone in gung ho feeling like I had to be this type of person, I might have not taken enough time to really understand what impact I was going to have on people, what the relationship was going to be. And so what originally felt like a negative because of a lack of confidence, it actually was a really good process.

[Phone ringing]

Speaker One

Good morning, Voice of Young People in Care. How can I help you?

Narrator

VOYPIC represents young people in care through projects that offer advice and opportunities. But Vivian’s review has highlighted a need for fundamental change. A key finding was that children were being consulted too formally.

Vivian McConvey

These children live in a system. And we got into very sophisticated consultation mode, as opposed to they’re with us every day, and we should just be talking everyday. Do you talk to your kids everyday? About everything that’s going on? Everything?

Speaker Two

Yeah.

Vivian McConvey

You don’t say, I’m gonna sit down tonight and consult with you.

Speaker Two

They would run out the door.

Vivian McConvey

They would. So what are you doing with your kids?

Speaker Two

We need to talk to them. We need to have that conversation with them. We need to listen to them.

Vivian McConvey

Yeah, we need to find a clever way to constantly have a conversation. So the first thing I want to do is, I don’t want to hear the word consultation anymore. I really honestly don’t want to hear it.

Speaker Three

The thing about it is, for me, consultation is you’re nearly consulting the same young people over and over. If you’re having the conversation, you tend to have it with other young people who you’re working with because I’m thinking about the group that comes into the office, they’re your first port of call. But the conversations can be much, much wider.

Caoimhe

Donna had said, as well, about that we’re tapping into the same group of young people all the time, the ones that’ll say, I’ll fill in that questionnaire for you, I’ll come to that meeting, I’ll do the consultation. But then you’ve got our young people who maybe that word or a questionnaire or interview questions, and they kind of panic. And they don’t want it.

Vivian McConvey

What I’m looking for is a conversation about children’s lives. It’s integrating into every staff member. Behind you will be a policy unit that will give you the questions. You’ve got the skill and the professional competence to know how to do that and have that conversation with young people. You bring it back in.

Narrator

Over the years, as Vivian’s confidence has grown, she found a need to develop further leadership skills, especially being able to hold back a little.

Vivian McConvey

Yes, I do control my style because there are things about me that I know can be quite scary around other people. And some of the things that can be scary for staff is if you are a quick thinker and if you’re very chief executivey, you’re very outcomes focused.

So what I have to control in working with my managers and staff is that I know the outcome that I want to get to. I have to pace it at their pace. I have to understand how far they’re coming along and where we’re going to. And, therefore, I have to curb and control either my fear the project’s not going to be completed, or my excitement and get really involved in it, or the challenge that I have in wanting it really done by my time scale and not listening to the messages that I’m getting from everyone else.

Narrator

Another finding of Vivian’s review is that services are not matching the needs of some service users. The solution is to reorganise VOYPIC’s specialist programmes, currently stretched across Northern Ireland so that, instead, they’ll be covered by every regional office.

Vivian McConvey

This is a big change for you. So where you were reporting Eileen to Mel, that’s not going to happen. Where your focus is so participation, that’s not going to happen. Where you guys are so focused on the mentoring, that’s not going to happen.

Caoimhe is leading up mentoring. She’s going to be trained in participation. And she’s going to be trained in advocacy. And she will be the manager of all those services and doing all those things. And that’s a big change for all of us to make because we’re going to have to have flexibility, guys. We’re going to have to put our shoulder to the wheel and help each other and do these things. Any fears? Loss, anxiety?

Speaker Three

I’m gonna miss Mel. [LAUGHTER] I’m gonna miss my manager. But, sure, I’ve got Caoimhe now. But I’ll miss the participation team and all that involvement.

Speaker Four

I think that’s a fear for everybody. And me, as a manager too, I’ve been on the mentoring service for five years.

Vivian McConvey

We need to pay attention to endings. There is an ending here coming up. And something has begun. And how do you manage the transition in between? And if we don’t pay attention to endings, you don’t say goodbye to that sort of stuff and then open your mind up to, well,there’s a new way that I have to be.

Narrator

Vivian’s experience of management and leadership has also steadily improved her ability to employ the right skills for each occasion.

Vivian McConvey

If I was really honest, I’d probably say that I was very uptight and conscientious coming into management. In that sense, I was probably like Delia Smith.

You know the recipe. There’s a procedure. Fill measurements. There’s a way to do it. And you get the same result every time.

But you don’t sort of go off-piste. And you don’t sort of try anything. Now as a manager, I’m probably more a bit like Jamie Oliver.

You know the fundamentals. But you know that you can change in many ways. And you deal with things very individually. And you’re much more relaxed about it. It’s a glug of this, a dash of that. You can actually enjoy what you’re doing. And your relationships are different.

Narrator

The following day, Vivian has a new challenge. She’s about to meet some of her senior managers to help her lead the forthcoming strategic changes.

Vivian McConvey

What I’m looking to do here is actually to build the skills and the leadership role of all of the people sitting down around that table. What I’m trying to do is to say that I’m not the only leader here, that what I need is that everybody around the table is a leader in their field.

Narrator

A key aim of the meeting is to start creating a timetable for the changes she wants to bring in over the next three months.

Vivian McConvey

Think about it from your perspective, first of all. Where do you see yourself in this? What’s a type of reasonable time scales?

Imagine it like a big field. Right? With nice firm boundaries around it. I’m not going to tell you what to do in that field. You have to actually grow that yourself.

What I’m trying to do is get the collective intelligence around the table, to get it all together. This is going to be a living document. It’s a bit like a strategic plan. It’s a living document. It’s going to be there. And it nearly needs to be our handbook to help us.

Narrator

For the first part of the meeting, Vivian sets the managers the task of making notes about their specific responsibilities. She’s also looking for ownership and a sense of urgency.

Vivian McConvey

I want to start to put by when. So then you’re going away from here today in your diaries and saying, I thought of some piece of work I have to do. And I also go back to the other thing is, you can’t have people in transition too long because they begin to lose the focus.

Narrator

But even the best laid plans don’t always run smoothly.

Vivian McConvey

So in each bit of this, what we have to do is make the linkages in the process.

Jillian Houston

I’m not here.

Vivian McConvey

I know you’re getting married.

Speaker Five

When’s your last day?

Vivian McConvey

24th.

Jillian Houston

No, that’s the day of the wedding. 20th, 21st.

Vivian McConvey

Right. This is where it’s going to be serious. What I need you guys to do is you see when we’ve got these activities, you have to begin to think, what’s my diary between now and next June?

Jillian Houston

Can’t happen, because this is the problem, and then people’s back in and all this – no.

Vivian McConvey

OK. Well the other thing –

Speaker Six

Do you want to rush things? You don’t want to rush something, if we’re really going to do this new modelling, new practice and way of working then we need to pilot it.

Jillian Houston

But then if I do those three days, those – oh no, that’s St. Paddy’s.

Vivian McConvey

This is where I need you to have your diaries. You have to seriously look at this timetable and seriously begin to think because somehow, in our head, we have to have the big picture map and in the box that you’re in, because where I’m going with this, in these activities, how I’m going to do the next bit of this is I’m going to have a calendar like a Gantt chart.

And what we need in a Gantt chart then is, when these activities are done, so we then look at that. But I can’t get to the Gantt chart or the calendar until you begin to fill these things out. And then we realise that, you know what, March has got 28 days. And we’ve fitted 40 working days of work into it. It’s not going to work.

Interviewer

Is there any danger that when you go through a big change like this, that the service user suffers?

Vivian McConvey

Oh, absolutely. And that’s why I have tried to emphasise the absolute importance of laying out a timetable and knowing when the switchover date is because the longer you prolong the change process and not moving into the new process, people will switch from committing themselves to work out what’s best for the service user to getting worried about what’s happening to them.

Narrator

But if Jillian’s wedding is not enough, VOYPIC’s head of finance is about to drop her own bombshell.

Vivian McConvey

Populate that. Anything else that we’ve missed in that change management process of either training, attending to anything at this point?

Karen Stirling

Sorry, Vivian, I forgot say to you, I’ve been called for jury service from Thursday the 5th of January to four to five weeks. They said I wasn’t allowed to leave the country.

Speaker Seven

Four to five weeks?

Karen Stirling

Mm-hmm.

Speaker Seven

That’s longer than it usually is now too.

Vivian McConvey

Which jury service? Which court?

Karen Stirling

Laganside

Vivian McConvey

So you’re at least in Belfast?

Karen Stirling

Yes, I can work mine every morning, and come back again, work late.

Vivian McConvey

OK. It is the best of times. And it is the worst of times. Well what’s going to have to happen, Stirling, is you’re going to have to start to think about when the salaries and wages are being done because you are the sole person who does that.

Karen Stirling

It is a real inconvenience, especially at the end of the financial year. I don’t know. What I’ll do is bring in all the forms and have a wee look at them, and if we can get a letter, it might work out.

Vivian McConvey

It’s really indulgent for a CEO if they want to kick things around a room and be really angry over something. And in Northern Ireland here we would have a saying called no back doors. So people would say that I’m very upfront, and there are no back doors. And I clearly say to them how I’m feeling about something.

It’s about understanding, controlling your emotions to a point that you’re not over emotional. Have the emotion, but it’s not that you become aggressive or angry because the other thing is people below you look to you for guidance.

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Discussion

Vivian and Anita each describe very different change processes. Anita reflects on her experiences of trying to manage a large-scale organisational change, which she eventually came to oppose, while Vivian discusses the changes she experienced when she moved into a senior management position.

The experiences they describe highlight that managing change is both a professional and personal process. Anita describes feeling ‘haunted’ by a feeling of powerlessness she experienced in her professional role, and notes how she now feels much more of a sense of power as a member of the Save Aber group. Vivian reflects on her initial lack of confidence when she began her role as Chief Executive, and notes how she eventually came to see this as a positive thing as it meant she took a more considered and thoughtful approach to her management style.

Anita and Vivian’s experiences illustrate the often extremely lengthy process that change involves. Both stress the importance of bringing other people on board to help them in the change process. The video shows Vivian discussing upcoming changes with her colleagues, and the roles her staff will take during the change process. Anita talks about the importance of networking with other individuals and groups who have the power to support the Save Aber campaign.

Activity 2

Allow 45 minutes

Now complete the checklist, ‘How do you handle change?’ using the range of options to record how strongly you agree or disagree with a statement. When you have finished, choose two statements that you strongly agree with and two that you strongly disagree with. Then, drawing on your own experiences, write down the reasons for your views.

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Discussion

Anita and Vivian took very different approaches to managing change, but what their experiences highlight is the high level of emotion this involves. The change management checklist explored your own emotional reactions when faced with change. The statements you chose from the checklist will probably be closely linked to your own experiences. Reading through these statements, you may have been struck by how many related to the emotional impact of change and the importance of communication. Frustration, uncertainty and anxiety are just as likely to feature in people’s experience of change as feelings of excitement, optimism and commitment.

It is very easy for people to feel disempowered during a change process, and this is as relevant for people who use health and social care services as it is for practitioners. Of course, managers also experience heightened emotions during periods of change, but they are not necessarily permitted – by their own managers or by social conventions – to express these as freely as other colleagues. Managers need to take responsibility for their own feelings as well as supporting staff and services users through a change process, and that is why it is helpful as a manager to have an insight into your own approach to handling change.

In this section you explored personal approaches to change, and the emotions this can evoke. The next activity will help you to understand the pressures for change in health and social care contexts and will introduce some key ideas about change from organisational theory.

2 Understanding change

The Open University — Thu, 18 Feb 2016 09:35:45 GMT

Figure 1

Long description

The next activity focuses on reading a chapter on managing change, as well as introducing some practical tools to help manage the change process.

Activity 3

Allow 3 hours

Read the chapter Managing change in health and social care (Tilley and Jones, 2013). Take notes of the key points and anything you think is particularly important.

Ensure that you make a note of the three tools which you encounter in the chapter – force field analysis, stakeholder mapping and SWOT analysis – and what they are used for. You will need these notes for Activity 4.

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Drawing on what you have learnt about your own attitude to change, together with specific tools designed to help a manager plan change, in the following activity you will be planning your own change management project.

3 Planning your own change management project

The Open University — Thu, 18 Feb 2016 09:35:45 GMT

Figure 2 The failure of the security solutions company G4S to provide enough trained security staff at the 2012 London Olympics left the Government and Olympic organisers with an urgent change management issue to deal with, as the army was drafted in to help.

In the next activity you will be undertaking a piece of self-directed study, or enquiry-based learning. While we have set a task and recommended some tools, exactly how you carry it out is up to you and you are likely to come up with something very specific to your own situation. Working on your own in this way is something that, as a manager, you have to be able to do confidently on a daily basis, and so it is a key skill you should develop to improve your management and leadership ability.

Activity 4

Allow 2 hours 30 minutes

This activity involves planning a change that you would like to make: preferably a task you have to do for your work anyway. If you are not working, choose a change that involves family members or social activities. Try to think of something that involves or affects several people. Start by thinking of a problem or a need for improvement and then think of how making a change could lead to better outcomes. Once you have identified an idea for change, draw on your notes from the previous activity, along with the change management tools you were introduced to (force field analysis, stakeholder mapping and SWOT analysis) to help plan your change.

Use the interactive toolkit below to access and complete your force field analysis, stakeholder mapping and SWOT analysis. The toolkit contains various other useful tools that you can explore.

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Think about the following key questions:

What is the issue as you see it – that is, what do you want to change and why? What is the problem or need for improvement at the moment? What benefit do you envisage following the change?
What is your goal? What will ‘success’ look like afterwards?
Who will be most affected and how and when will you consult with them and/or involve them?
What additional evidence might you need to help you implement your change? How would you go about finding that?

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Discussion

When a need for change is first identified, it may seem like a daunting prospect. However, as you have hopefully experienced working through this activity, any change can be approached in a logical and considered manner. Breaking the task down into clear steps and goals, gathering necessary evidence and applying useful management tools where relevant can all help to smooth the journey through that change process. In this activity you have planned how you might work through such a process in your own personal or work life, but the same approach applies to any change in health and social care, whether it is implementing a new entertainment programme in a residential care home or planning the merger of two hospital trusts.

Conclusion

The Open University — Thu, 18 Feb 2016 09:35:45 GMT

Learning how to develop your own change project is a key skill for all managers. It is highly likely that whatever context you work in, you will – at some point – be tasked with implementing a change process. Alternatively, you may find yourself passionate about a particular idea and decide to build a base of support to launch your own change initiative. Either way, drawing on existing literature, research evidence and change management tools in a reflective and critical way will support your future endeavours in managing change.

You will remember from the video at the beginning of the course that Vivian compared the way her management style has changed to different styles of cooking. She talked about starting off like Delia Smith, following a recipe really strictly, but said that nowadays she is more like Jamie Oliver, adding ‘a glug of this and a dash of that’. This free course has allowed you to explore different ingredients for managing change – now you can decide whether you are more of a Delia or a Jamie in your approach to change management!

The following references are a useful guide to further reading, and you can access them through a library or suitable online resource.

The change management literature is vast, and you may want to do further reading to follow up on some of the key concepts. These references are a good place to start:
- Cameron, E. and Green, M. (2009) Making Sense of Change Management: A complete guide to the models, tools and techniques of organizational change, 2nd edn, London, Kogan Page.
- Dawson, P. (1994) Organisational Change – A processual approach, London, Paul Chapman Publishing.
Staff resistance to change has been recognised for many years to be a huge issue for managers. The following references suggest some ways to understand and overcome this. Although they were written some years ago, they have become ‘classics’ and are well worth reading as so much later work builds on their ideas.
- Kotter, J.P., and Schlesinger, L.A. (1979) ‘Choosing strategies for change’, Harvard Business Review, vol. 57, no. 2, pp. 106–14.
- Lewin’s force field analysis is a seminal tool for exploring change. If you enter the term ‘Lewin’s force field analysis’ into a search engine, you will find links that will tell you more about it – but remember to assess the reliability and source of the web pages you find.
In the ‘Managing change in health and social care’ reading in Activity 2 you were introduced to Joan Simons’s change project on a children’s hospital ward. If you are interested in exploring Joan’s experiences and research further, there are also two published journal articles available to read:
- Simons, J.M. and MacDonald, L.M. (2006) ‘Changing practice: implementing validated paediatric pain assessment tools’, Journal of Child Health Care, vol. 10, no.2, pp. 160–76
- Simons, J.M. and MacDonald, L.M. (2004) ‘Pain assessment tools: children’s nurses’ views’, Journal of Child Health Care, vol. 8, no. 4, pp. 264–78.
You could explore some websites specifically designed to provide access to practical management tools, guidance and research literature in health and social care, which contain information about managing change:
- Social Care Institute for Excellence
- Social Care Online for links to extensive resources

References

The Open University — Thu, 18 Feb 2016 09:35:45 GMT

Beresford, P., Fleming, J., Glynn, M., Bewley, C., Croft, S., Branfield, F. and Postle, K. (2011) Supporting People: towards a person-centred approach, Bristol, The Policy Press.

Cameron, E. and Green, M. (2009) Making Sense of Change Management: A complete guide to the models, tools and techniques of organizational change, 2nd edn, London, Kogan Page.

Dawson, P. (1994) Organisational Change: A processual approach, London, Paul Chapman Publishing.

Dopson, S., Fitzgerald, L. and Ferlie, E. (2008) ‘Understanding change and innovation in healthcare settings: reconceptualising the active role of context’, Journal of Change Management, vol. 8, no. 3, pp. 213–31.

Hendy, J. and Barlow, J. (2012) ‘The role of the organizational champion in achieving health system change’, Social Science and Medicine, vol. 74, no. 3, pp. 348–55.

Kotter, J.P. and Schlesinger, L.A. (1979) ‘Choosing strategies for change’, Harvard Business Review, vol. 57, no. 2, pp. 106–14.

Simons, J.M. and MacDonald, L.M. (2006) ‘Changing practice: implementing validated paediatric pain assessment tools’, Journal of Child Health Care, vol. 10, no. 2, pp. 160–76.

Simons, J.M. and MacDonald, L.M. (2004) ‘Pain assessment tools: children’s nurses’ views’, Journal of Child Health Care, vol. 8, no. 4, pp. 264–78.

Tilley, L. and Jones, R.L. (2013) ‘Managing change in health and social care’, in McKian, S. and Simons, J. (eds) Leading, Managing, Caring: Understanding Leadership and Management in Health and Social care, London, Routledge.

Acknowledgements

The Open University — Thu, 18 Feb 2016 09:35:45 GMT

This free course was written by Liz Tilley and Rebecca L. Jones.

Except for third party materials and otherwise stated (see terms and conditions), this content is made available under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 Licence.

The material acknowledged below is Proprietary and used under licence (not subject to Creative Commons Licence). Grateful acknowledgement is made to the following sources for permission to reproduce material in this free course:

Every effort has been made to contact copyright owners. If any have been inadvertently overlooked, the publishers will be pleased to make the necessary arrangements at the first opportunity.

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Text

Activity 1: Reading: Tilley, L. and Jones, R.L. (2013) ‘Managing change in health and social care’, Chapter 4 in McKian, S. and Simons, J. (eds) Leading, managing, caring: understanding leadership and management in health and social care, London, Routledge.

Images

Contained in Reading: Figure 4.1: BradCalkins/iStockphoto.com; Figure 4.2: Rusty’s Photography; Figure 4.3: annedde/istockphoto.com; Figure 4.4: © Emotional Intelligence 4 Change, www.ei4change.com.

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