Encouraging Proponents Assignment

Encouraging Proponents Assignment

Encouraging Proponents Assignment

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Keep resisters involved in face-to-face contact with supporters. Encourage proponents to empathize with opponents, recognize valid objections, and relieve unnecessary fears.

7. Maintain a climate of trust, support, and confidence.

8. Divert attention by creating a different disturbance. Energy can shift to a more important problem inside the system, thereby redirecting resistance. Alternatively, attention can be brought to an external threat to create a bully phenomenon. When members perceive a greater environmental threat (such as competition or restrictive governmental policies), they tend to unify internally.

The Nurse’s Role Initiating Change Contrary to popular opinion, change often is not initiated by top-level management (Yukl, 2009), but rather emerges as new initiatives or problems are identified. Furthermore, Weiner, Amick, and Lee (2008) posit that organizational readiness is the key to initiating change.

Staff nurses often think that they are unable to initiate and create change, but that is not so.

Home health nurses were often frustrated by not having appropriate supplies with them when seeing a patient for the first time. A team of nurses completed a chart audit to iden- tify commonly used supplies and equipment that nurses were using on their home visits. Each nurse was then supplied with a small plastic container to keep in his or her car with these items. Frustration decreased and efficient use of nursing time was improved.

The manager, as well, may resist leading change. Afraid of “rocking the boat,” fearful that no one will join our efforts, recalling that past efforts at change had failed, or even the reluctance to become involved may prevent the nurse from initiating change.

Making change is not easy, but it is a mandatory skill for managers. Successful change agents demonstrate certain characteristics that can be cultivated and mastered with practice. These characteristics include:

● The ability to combine ideas from unconnected sources ● The ability to energize others by keeping the interest level up and demonstrating a high

personal energy level ● Skill in human relations: well-developed interpersonal communication, group manage-

ment, and problem-solving skills ● Integrative thinking: the ability to retain a big picture focus while dealing with each part

of the system ● Sufficient flexibility to modify ideas when modifications will improve the change, but

enough persistence to resist nonproductive tampering with the planned change ● Confidence and the tendency not to be easily discouraged ● Realistic thinking ● Trustworthiness: a track record of integrity and success with other changes ● The ability to articulate a vision through insights and versatile thinking ● The ability to handle resistance

Energy is needed to change a system. Power is the main source of that energy. Informational power, expertise, and possibly positional power can be used to persuade others.

To access optimum power, use the following strategies:

1. Analyze the organizational chart. Know the formal lines of authority. Identify informal lines as well.

2. Identify key persons who will be affected by the change. Pay attention to those immedi- ately above and below the point of change.

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