Managing Change and Innovation : Managing Change and Innovation
Digital Radiology Era The Changing Work Place : 2 Digital Radiology Era The Changing Work Place Today’s Organization need to continuously adapt to new situations if they are to survive and prosper
One of the most dramatic elements is the
shift to a technology- driven workplace such as Digital Hospitals (HIS/RIS/PACS/EMR/EHR)
Ideas, information, and relationships are becoming critically important Manager’s Challenge: Cowley manufacturing plant
Organizational Change : 3 Organizational Change Today’s successful organizations simultaneously embrace two types of planned change
Incremental change = efforts to gradually improve basic operational and work processes in different parts of the company
Transformational change = redesigning and renewing the entire organization
Organizational Change : 4 Organizational Change The adoption of a new idea of behavior by an organization
New trends require profound changes in the organization
E-business (Teleradiology & Telemedicine)
Supply chain integration
Knowledge management
Types of Organizational Change : 5 Types of Organizational Change Culture/People Strategy Structure Technology Products SOURCE: Based on Harold J. Leavitt, “Applied Organizational Change in Industry: Structural, Technical, and Human Approaches,” In New Perspectives in Organization Research, ed.W.W. Cooper, H.J. Leavitt, and Shelly II (New York: Wiley, 1964), 55-74.
Organizational Change : 6 Organizational Change Technology: General rule = change is bottom up
New product:
Horizontal linkage model emphasizes shared development of innovations among several departments
Time-based competition is based on the ability to deliver products and services faster than competitors
Structure: Successful change = through a top-down approach
Culture/people:
Training is the most frequently used tool for changing the organization’s mind-set
Culture-People Changes : 7 Culture-People Changes Changes in structure, technologies, and products or services do not happen on their own
Changes in any of these areas require changes in people
Managing Change and Innovation : 8 Managing Change and Innovation How organizations respond to the environment through internal change and development
Basic forces for Organizational Change
How managers facilitate two change requirements
Four major types of change
How organizations can be designed to facilitate each
Need for Change : 9 Need for Change Performance gap = disparity between existing and desired performance levels.
Current procedures are not up to standard
New idea or technology could improve current performance Based on external or internal forces
Forces for Change : 10 Forces for Change Environmental Forces
Customers (Pateints)
Competitors
Technology
Economic
International arena
Internal Forces – activities and decisions
Model of Change Sequence of Events : 11 Model of Change Sequence of Events EnvironmentalForces InternalForces Need for change Initiate change Implement change Monitor External competition, and other factors Consider plans, goals, company problems, and needs Evaluate problems and opportunities, define needed changes in technology products, structure, and culture Facilitate search, creativity, idea champions, venture teams, and idea incubators Use force field analysis, tactics for overcoming resistance
Initiating Change : 12 Initiating Change Stage where the ideas that solve perceived needs are developed
Search = process of learning about current developments inside or outside the organization that can be used to meet the perceived need for change
Creativity = generation of novel ideas that might meet perceived needs or offer opportunities for the organization Critical phase of change management Experiential Exercise: Is Your Company Creative?
Force-Field Analysis : 13 Force-Field Analysis The process of determining which forces drive and which resist a proposed change Restraining Forces (Barriers)
Lack of resources
Resistance from middle managers
Inadequate employee skills Driving Forces
Thought of as problems or opportunities that provide motivation for change
Resistance to Change : 14 Resistance to Change Self-Interest: fear of personal loss is perhaps the biggest obstacle to organizational change
Lack of Understanding and Trust: do not understand the intended purpose of a change or distrust the intentions
Uncertainty: lack of information about future events
Different Assessments and Goals: people who will be affected by innovation may assess the situation differently.
Tactics for Overcoming Resistance to Change : 15 Tactics for Overcoming Resistance to Change Communication
education
Participation Change is technical; users need accurate information & analysis
Users need to feel involved; design requires information from others; have power to resist Approach When to Use
Tactics for Overcoming Resistance to Change : 16 Tactics for Overcoming Resistance to Change Negotiation
Top management support Group has power over implementation; will lose out in the change
Crisis exists; initiators clearly have power; other techniques have failed
Involves multiple departments or reallocation of resources; users doubt legitimacy of change Approach When to use
Thank You : 17 Thank You