Week 4 Change & Change Theories PDF

Week 4 Change 3514 LEAD ERSHIP, & Change Theories CHANG E & INNOVA TION  Land Acknowledgement York University recognizes that many Indigenous Nations have longstanding relationships with the territories upon which York University campuses ar...

Week 4 Change 3514 LEAD ERSHIP, & Change Theories CHANG E & INNOVA TION  Land Acknowledgement York University recognizes that many Indigenous Nations have longstanding relationships with the territories upon which York University campuses are located that precede the establishment of York University. York University acknowledges its presence on the traditional territory of many Indigenous Nations. The area known as Tkaronto has been care taken by the Anishinabek Nation, the Haudenosaunee Confederacy, and the Huron-Wendat. It is now home to many First Nation, Inuit and Métis communities. We acknowledge the current treaty holders, the Mississaugas of the Credit First Nation. This territory is subject of the Dish with One Spoon Wampum Belt Covenant, an agreement to peaceably share and care for the Great Lakes region.  Course Updates/Reminders Personal Leadership Philosophy Papers (20%) - Oct 7 ⚬ 6 pages max - not including cover page, art form, or reference page ⚬ Personal Leadership Definition based on personal (intrapersonal) and professional (interpersonal) awareness, leadership and cultural context. ⚬ Personal Leadership Definition Rationale - reflection supported by scholarly literature and leadership knowledge from class ⚬ Visual Art Form reflects creative expression of leadership. ⚬ Use Headings! No class Oct 14 - Thanksgiving Reading Week - Oct 15-18 Midterm Exam (20%) - Oct 21 ⚬ starts promptly at 1435 ⚬ 90 minutes ⚬ Outline/Blueprint to come! Personal Leadership Philosophy Paper 1. Introduction: “What is this paper about?” ⚬ Overview of importance of leadership and what will be discussed in paper 1. Personal Leadership Definition: “How do YOU define leadership?” ⚬ Includes knowledge of leadership and cultural context ⚬ Based on reflection of personal and professional experiences ⚬ May include components of different leadership theories Personal Leadership Philosophy Paper 3. Personal Leadership Definition Rationale: “WHY do you define leadership this way?” ⚬ Explain and support your definition by applying leadership theories, course content, and evidence-based literature ⚬ Describe how your self-awareness (intrapersonal: who you are, your innermost beliefs and interpersonal: how you relate to/interact with others) influences your definition Personal Leadership Philosophy Paper 4. Visual Art Form Example: “How does art reflect your personal leadership definition?” ⚬ Choose a meaningful art form and attach the art form as an Appendix to the paper. Reference the art form. ⚬ Describe how the art reflects your definition of leadership. Support with scholarly literature. 5. Conclusions: “What did you learn?” ⚬ Summarize your main points ⚬ What did you learn from this assignment and the importance of having a personal leadership philosophy (definition)? What else do I need to know? 6 page-limit Page limit does NOT include cover page, reference page(s), and appendix* The paper is both scholarly and reflective - aim for balance between the two Use headings! Use as many references as needed to support your thoughts and ideas Structure is important!! (see next slides)  Identify focus/purpose of paper Personal Definition of Leadership Introduction (include 3 themes) Theme 1 2-3 supporting details Theme 2 2-3 supporting details Bod Theme 3 2-3 supporting details y Artform Discussion Summarize your main ideas Conclusion (refer back to your themes!) What did you learn?  topic sentence Back to basics detail 1 (Grade 3!!) detail 2 “The Hamburger detail 3 Paragraph” closing sentence  Use responsibly We encourage you to be aware of AI’s capabilities and limitations Can be used to help brainstorm ideas and refine work/check grammar Follow these guidelines: Chat ⚬ check for errors and critique for accuracy Generative AI GPT ⚬ be transparent and disclose AI use - reference AI use in APA Read and understand Senate Policies on Academic Integrity and Generative AI Technology If unsure, don’t use it -- “better to be safe than sorry”  Learning Objectives 1. Explore change theories to implement change: Kurt Lewin Theory of Change, Kotter’s Eight Stage Change Process, Rogers’s Diffusion of Innovations Theory, Complexity Theory, Positive Deviance 2. Analyze how change theories can guide a change process.  Why is change difficult to implement? Loss of Control Fear of the Unknown Fear of Job Loss Habits Concerns about competence Loss of Power More Work Ghosts of Change Initiatives Past What’s in it for me? (Moss Kanter, 2012) Change  Change Theories Lewin's Theory of Change Unfreezing When change is needed Examine status quo Increase driving forces to change Moving Take action Make changes Involve people Refreezing Make changes permanent Establish a new way of doing things Reward desired outcomes (Mitchell, 2013)  Change Theories Lewin's Theory of Change Unfreezing involves encouraging individuals to discard old behaviours by shaking up the equilibrium state that maintains the status quo Moving new attitudes, values, and behaviours are substituted for old ones Refreezing involves the establishment of new attitudes, values, and behaviours as the new status quo  Change Theories Lewin's Theory of Change Force field model Driving forces - push participants in the desired direction Restraining forces - impede change, resist the desired direction Need to analyze forces and shift the balance in the direction of change Change Theories Kotter’s 8 Stage Change Theory  Change Theories Kotter’s 8 Stage Change Theory All the stages need to be addressed; Usually worked through in the order listed; Making an error in one stage will impede the change process; Leader may need to establish a “crisis”, sense of urgency to move people out of status quo; Crisis creates change  Change Theories Kotter’s 8 Stage Change Theory Coalition of people who trust each others and develop a common goal (Stage 2); Vision should inform everyone to exactly what change is desired and motivate everyone in the organization to work towards the change (Stage 3); Vision should not be an authoritarian order or seen as controlling; Sets strategy on how to implement the vision so that managers can develop steps on how to implement change (Gaudine & Lamb, 2015)  Change Theories Kotter’s 8 Stage Change Theory Communicate the vision (Stage 4) Simple language, using metaphors and giving examples Repeated in different ways Elicit feedback on the vision Stage 5 is to empower employees Barriers removed, may need education to implement new vision A shared vision increases success (Gaudine & Lamb, 2015)  Change Theories Kotter’s 8 Stage Change Theory Create short wins to see success, believe it is working, may want to be part of the change (Stage 6) Keep momentum going, build off of short term wins, keep the change process going Many changes may need to be implemented Eight and final process is anchor the changes in culture and institutionalize them Essential stage to make the change permanent (Gaudine & Lamb, 2015)  Change Theories Roger’s Diffusion of Innovation Theory Developed to describe how innovation is adopted; Marketing theory; Some adopt change earlier than others; and The first people to adopt change are considered the innovators, followed by early adopters to late majority and laggards (Gaudine & Lamb, 2015)  Change Theories Roger’s Diffusion of Innovation Theory  Change Theories Roger’s Diffusion of Innovation Theory Innovators are often risk takers Early adopters are targeted as they are often considered opinion leaders and will help motivate the early majority; Once early majority adopted the innovation, then late majority tend to follow; Laggard is left behind (Gaudine & Lamb, 2015)  Change Theories Roger’s Diffusion of Innovation Theory Five Features Influence Adoption 1. Relative Advantage ⚬ Degree to which the innovation is seen as superior 2. Compatibility ⚬ Is innovation compatible with other practices, beliefs or values? 3. Complexity ⚬ Degree to which people can understand innovation and ability to implement 4. Trialability ⚬ Can people try the innovation 5. Observability ⚬ Can people observe the innovation (Gaudine & Lamb, 2015)  Change Agent Lead change within an organization Catalyst for change Formal or informal power Initiate, champion, direct, guide, follow More tolerant to ambiguity (Yoder-Wise & Grant, 2015) Out of chaos, comes order...  Change Theories Complexity Science Theory Constant change; Complexity of the environment within healthcare system; Leaders need to be aware of the issues when implementing change; Traditional leadership styles that assume a knowable and predictable world, top-down power dynamics is no longer effective for dealing with the increased adaptive challenges that face today’s health care environments (Weberg, 2012)  Change Theories Complexity Science Theory Human beings and the environment we live in can be considered as complex adaptive systems. Complex Adaptive Systems are: ⚬ Open; ⚬ Self directed (independent); ⚬ Dynamic; ⚬ Occur in non-linear and unpredictable ways; ⚬ Interacting Parts; and ⚬ Patterns of Relationships (Mitchell et al. 2013; Chaffee & McNeill, 2007; Begin, Zimmerman & Dooley, 2002;Lett, 2001)  Change Theories Complexity Science Theory Leaders move from a role of directing and planning to one of facilitating information flow, content and agent interactions, creating the environment for change rather than dictating the change itself Involves systems thinking, nonlinear dynamics, and complex adaptive systems WHOLE IS GREATER THAN THE SUM OF THE PARTS! (Weberg, 2012)  Change Theories Complexity Science Theory Focuses on the patterns of relationships within systems, how they are sustained, self-organize and what outcomes emerge. Examines relationships and their patterns instead of observations and data; Can examine the interrelationships of the emotional, physiological, psychological, spiritual, cultural, social and other patterns influencing each individual’s reality at any given point (Chaffee & McNeil, 2007; Holistic Health & Healing, 2012; Grossman & Valiga, 2009; McCandless, 2008, Zimmerman, 1999)  Change Theories Positive Deviance Focus on individuals and strategies that are successful rather than what is going wrong; Expands on practices and strengths within the environment without additional resources; & Emergence of new solutions.  Change Theories Positive Deviance Basic Steps 1. Define the problem, current perceived causes, challenges and constraints, common practices an desired outcomes. 2. Determine the presence of Positive Deviant individuals or groups. 3. Discover uncommon but successful behaviours and strategies through inquiry and observation. 4. Design activities to allow community members to practice the discovered behaviours. 5. Monitor and evaluate the resulting project or initiative which further fuels change by documenting and sharing improvements as they occur and help the community examine the effectiveness of the initiative.  Change Theories Positive Deviance In 1991, more than 65% of children living in Vietamese villages were malnourished. A call to create an effective, large-scale program to combat child malnutrition in Vietnam, within 6 months. Realized that providing food and education through government programs are rarely sustained after the program finishes. Researchers asked 4 communities (population of 2000) with children under the age of three to identify poor families who had managed to avoid malnutrition despite all odds while facing the same challenges of their neighbours.  Change Theories Positive Deviance Discovered in these families, they collected tiny shrimps and crabs from paddy fields and added those along with sweet potato greens to their children’s meals. They also fed them 3 to 4 times a day rather than twice a day that is customary. Communities invited families to practice this way of feeding the children and learn how to to sustain their children at home. Resulted in sustained rehabilitation of several hundred malnourished children and promotion of social change.  Change Theories Positive Deviance Leverages innovations coming from the community; Engages multiple stakeholders; Starts small to demonstrate success; Connects people or groups who haven’t connected before; Creates opportunities to practice and learn through doing in a safe environment with peer support; & Uses existing resources and assets. Positive Deviance for Pain Management