Change Theory

The Change Process

Jessica Bertagnolli

Nursing Leadership 652

Idaho State University

The process of change affects everyone in different ways. Some embrace change and recognize that it represents the forward momentum that an organization needs to survive in the changing market (Bruhn, 2004), and there are those who view change as a threat to there comfort zone. The leader is responsible for monitoring and fostering the process of change before, during and after the change takes place.

            There must be steps in the change process, as described in Kotter's Eight Stage Process of Creating Major Change (1996) or Spradley's Model (Rousel, 2006). Following steps allow for proper preparation, planning and implementing of the change. Using specific steps in the change process helps to guide the leader to move forward and not allow the change effort to fizzle out. Many of the processes described in change theories are necessary to allow for staff to be aware of the coming change, the need for it, the acknowledgment of the change and the action and acceptance of the change.

            Rousel describes the relationship between the "change agent" and the "change system" (2006, 64). The leader is the "agent" and the "system" is the group that is leading the change. Bruhn explains that the change leader shares a vision of change and delegates the tasks of change to others (2004). This empowers those who the change is going to affect with accountability and ownership of the change (Potter-O'Grady, 2003).

            I will incorporate change theory in my leadership approach by recognizing the difference between managing change and leading it (Bruhn, 2004). I will also search for the positive deviance for guidance (Pascale, 2005). I think that consulting the positive deviance and utilizing their expertise in the "different" way of doing things would allow for the accountability and ownership of the change, as described above. The organized, step-by-step approach in change theories will help to keep me on track, especially in the beginning stages of my leadership development.

References

Bruhn, J. (2004). Leaders who create change and those who manage it: How leaders limit success. Health Care Manager, 23(2), 132-140.

Kotter, J. (1996). Leading Change. Boston: Harvard Business School Press.

Pascale, R. & Sternin, J. (2005). Your company's secret change agents. Harvard Business Review, 83(5), 72-81.

Porter-O'Grady, T., & Malloch, K. (2003). Quantum leadership: A textbook of new leadership. Boston: Jones and Bartlett.

Roussel, L. (2006). Management and Leadership. Boston: Jones and Bartlett.