Creating Positive Attitudes Towards Change
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Why are improvements associated with change?
Which methods are used by change management?
Which fellow campaigners do you need to cope with changes?
How can you use tools such as CIRS and complaints management to make changes happen?
This chapter highlights how you should engage in changing processes with health care providers. It outlines how you will be successful and how you can overcome resistance to support your staff in the change management process. You will become familiar with the seven phases of the change management curve. The chapter closes with a description of the critical incident reporting system (CIRS) and the advantages and disadvantages of outsourcing.
KeywordsBusiness Process Change Process Change Management Programme Planning Soft Factor
References and Further Reading
- Belasco JA (1990) Teaching the elephant to dance. Crown Publications, New YorkGoogle Scholar
- Dunphy D, Stace D (1990) Strategies for organizational transition. McGraw Hill, New YorkGoogle Scholar
- Guillebeau C (2010) The art of non-conformity. Penguin Books, New YorkGoogle Scholar
- Kotter J, Rathgeber H (2006) Our Iceberg is melting – changing and succeeding under any conditions. Macmillan, LondonGoogle Scholar
- Krueger RA (1994) Focus groups: a practical guide for applied research. Sage, Thousand OaksGoogle Scholar
- Pfeffer J (2010) Power – why some people have it – and others don’t. Harper Collins, New YorkGoogle Scholar
- Thom N (1998) Change management – basic elements for a differentiated and integrated change management. Manage J Contemp Manage 3:9Google Scholar