Beruflich Dokumente
Kultur Dokumente
Overview
How the change is implemented is critical for the successful adoption of new information resources Review several models and concepts for managing change Apply these methodologies to your institutional setting regarding the adoption of HINARI
Change agent
an individual who influences clients decisions in a direction deemed desirable by a change agency; roles include develop the need for change diagnosis the problem establish information exchange channels create an intent to change in the clients translate an intent into action stabilize adoption and prevent discontinuance
Resistance to change
lack of trust perception that change is not necessary perception that change is not possible relatively high cost fear of personal failure loss of status or power threats to values and ideas social, cultural or organizational disagreements resentment of interference
Exercise 1
Think of one successful change in your work environment. List the successful change variables that were in place. What was the critical factor(s) for the success of the change? Think of some unsuccessful change from your environment. List the resistance to change variables that were present. What was the critical factor(s) that thwarted the change?
Exercise 1
Regarding the use and implementation of HINARI, list some of potential resistance to change factors in your institutional setting.
Three Phases
Unfreezing phase - old ways are no longer appropriate and that change is needed Changing phase - select an appropriate and promising approach Refreezing phase the new approach is implemented and it becomes established
a period of slow adoption before experiencing a sudden period of rapid adoption and then a gradual leveling off
Exercise 2
For the successful utilization of HINARI in your institution, identify individuals that would be: Innovators Early adopters Early majority Late majority Laggards Opinion leaders in the early adopters group
Exercise 2
List two or three strategies you would use to work with the opinion leaders. How would you deal with the laggards (and you can be honest)?
Useful Strategies
establish a sense of urgency create a guiding coalition develop a compelling vision and strategy communicate the change vision widely empower stakeholders for broad-based action on the vision generate short-term wins consolidate gains and produce more change anchor new approaches in organizational culture
Exercise 3
For your institutions adoption of HINARI, how would you utilize the strategies and suggestions listed above? What would be most useful and why? Identify the key (most difficult) issues to overcome for the successful adoption/utilization of HINARI. What strategies do you propose to surmount these hurdles? Implement the strategy that you have developed (to be done after the completion of the course)!
Exercise 4
For the optimal use of HINARI, who are the key stakeholder groups? How would each group benefit from HINARI? Which would be the most difficult group to work with and what strategy would you use? How would you involve the administration?
Cautionary note
Consequences of innovation can include undesirable consequences:
direct or immediate results indirect or consequences that are a result of the innovation anticipated or recognized/intended changes unanticipated consequences that are neither intended or recognized
Further resources
Rogers, Everett M. Diffusion of Innovations 5th edition Simon & Schuster, 2003 This is the end of Module 6.3
Updated 05 2007