Leadership and Management in Healthcare by Neil Gopee & Jo Galloway

Author:Neil Gopee & Jo Galloway [Gopee, Neil]
Language: eng
Format: azw3
Publisher: SAGE Publications
Published: 2017-03-06T05:00:00+00:00

The force field analysis in Table 6.2 illustrates that many forces may be involved in driving or resisting change. According to Lewin’s (1951) force field analysis theory, behaviour in any institutional setting is not static in nature, and instead comprises a dynamic balance of socio-psychological forces working in opposite directions within the institution. The force field analysis exercise can be undertaken by a team of staff or individually to identify the factors (i.e. people, resources and systems) that might facilitate or hinder change, as doing so ‘unfreezes’ the forces that maintain behaviour in its present form.

In attempting to change a situation to a new level, after unfreezing, three enabling actions are possible: (1) increase the driving forces by adding new ones or strengthening existing ones; (2) reduce or remove the resisting forces; or (3) translate one or more resisting forces into driving ones. If a change agent uses say only the first of these three actions, then change may occur, but it is often unstable and quickly reverts to the original condition. A combination of all three strategies is the most effectual.

Download

Copyright Disclaimer:
This site does not store any files on its server. We only index and link to content provided by other sites. Please contact the content providers to delete copyright contents if any and email us, we'll remove relevant links or contents immediately.