Retrospective Analysis of a Change in the Psychiatric ICU Essay

Retrospective Analysis of a tack in the Psychiatric ICU - Essay ExampleThere ar several change vigilance theories that have been proposed and almost all theories concur, that the success and failure of all change is related to the people factor. It is mostly the emotional reactions of people involved in the change process that needs to be managed. Partnership, participation and loyalty of cater responsible to implement new processes becomes critical, else any plan is likely to fail. Change management in like manner emphasizes that peoples fears need to be managed and trust needs to be built hence communication becomes critical. Researchers have highlighted that involving staff in the planning of change, facilitating communication between departments and backing of senior management can go a long way in ensuring desired outcomes.Any new idea or change in existing practice, is often met with subway by people who argon involved in such transformations. interference in expecta tion is considered as loss of control (cited by, Brck, 2002). Resistance could be higher if people are not given clarity on the goals of new processes and the benefits that one hopes to achieve by implementing the change (Doppler and Lauterburg, 2000). The reaction is triggered by the psychological need for security and predictability. Fear of the unknown holds people back from embracing any change in process or structure. As noted by (Block, 1981, p. 113), typical forms of resistance, or improvesymptoms of resistance, beside the most obvious form of attacking, are Silence, debating unimportant things, staying away, coming to late to meetings, flooding with detail, intrigues, rumours etc....This can be counter productive as has been proven by Kotter (1995) who shows that two thirds of the changes end in failure. Theorists agree that resistance is a natural reaction to change which need not be explained away with logic or ignored, it needs to be dealt with as soon as it encountered, acknowledging that people are humans with a deal of emotions that need to be tackled. It therefore becomes important to elicit peoples responses to change and address their concerns. The techniques available to change leading for combating resistance abound in literature. Being participative (Coch & French, 1948, 512-532), victimisation transition management (Ackerman, 1982, P. 46-66), making use of governmental diagnostic tools (Cobb, 1986, p.482-496), following an one to one approach (Coghlan, 1993), fostering a learning organization (Garratt, 1994), using the seven keys for successful change (Carr, 1994,55-58), or working as transformational leaders (Parry, 1996) are all accommodating starting points for change leaders. The task however is challenging since it involves complex emotions. However, it is also true that when people are asked to participate and their ideas respected, their commitment to the change process will increase (Armenakis & Bedeian, 1999).Final success c an well wager on the maturity of change leaders (McClelland, 1975).It is also worth pointing out as noted by Chapman (2005), certain types of people - the reliable/dependable/steady/habitual/process-oriented types - often find change rattling unsettling. People who welcome change are not generally