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Chapter 14 : Managing Change

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Managing Change , Page 1 of 2

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Abstract:

Change is the process of becoming something different. With the proper guidance and implementation measures, the change or proposed changes will come with improvements that make your laboratory a better place to work, enhance quality, and improve patient outcomes. This chapter defines change and explains the concepts and types of change. Change may be either planned or unplanned. Planned changes are also referred to as anticipated changes and are intended and thought out. Unplanned changes are changes that are not anticipated. The three types of change are transactional, transitional, and transformational. Transactional change occurs when an organization makes improvements to stay competitive. Transitional change is a more complex type of change in that it replaces processes or procedures with new concepts and procedures. Transformational change is a shift in the entire business culture of the organization. The chapter instructs the reader on how to become a change agent and explores why people resist change. It discusses the steps needed to manage change effectively: prepare, implement, monitor, sustain, and reevaluate. The chapter helps the reader understand the changes and trends occurring in the healthcare arena. It further clarifies the paradigm shifts occurring in the healthcare arena and discusses survival and winning strategies for workplace changes. Trends are rapidly changing, and so are attitudes, expectations, and roles. Healthcare professionals are reforming themselves and attempting to collaborate and share resources before mandatory change is imposed. The chapter explains the skills needed for the future to succeed in the healthcare arena.

Citation: Gibbs K. 2014. Managing Change , p 281-292. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch14

Key Concept Ranking

Lead
1.0
Transformation
0.935785
Translation
0.935785
Transformation
0.935785
Adaptation
0.580482
1.0
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Figures

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Figure 14.1

Key concepts of change. doi:10.1128/9781555817282.chl4.fl

Citation: Gibbs K. 2014. Managing Change , p 281-292. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch14
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Figure 14.2

Types of change. doi:10.1128/9781555817282.chl4.f2

Citation: Gibbs K. 2014. Managing Change , p 281-292. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch14
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Figure 14.3

Factors affecting change. doi:10.1128/9781555817282.chl4.f3

Citation: Gibbs K. 2014. Managing Change , p 281-292. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch14
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Figure 14.4

Personal change curve. doi:10.1128/9781555817282.chl4.f4

Citation: Gibbs K. 2014. Managing Change , p 281-292. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch14
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Figure 14.5

Reasons for resistance. doi:10.1128/9781555817282.chl4.f5

Citation: Gibbs K. 2014. Managing Change , p 281-292. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch14
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Figure 14.6

Steps for managing change. doi:10.1128/9781555817282.chl4.f6

Citation: Gibbs K. 2014. Managing Change , p 281-292. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch14
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References

/content/book/10.1128/9781555817282.chap14
1. Anderson, D.,, and L. A. Ackerman. 2001. Beyond Change Management. Jossey-Bass/Pfeiffer, San Francisco, CA. www.scribd.com/doc/49570467/4 (last accessed March 28, 2012).
2. Chapman, A. 2012. Change management: organizational and personal change management, process, plans, change management and business development tips, www.businessballs.com/change management.htm (last accessed April 18, 2012).
2a. Frings, C., 2004. Managing change, p. 267273. In L. S. Garcia (ed.), Clinical Laboratory Management. ASM Press, Washington, DC.
3. Hajek, J. 2010. 8 reasons people resist change. Velaction Continuous Improvement. February 10, 2010. www.velaction.com/8-reasons -people-resist-change/ (last accessed April 18, 2012).
4. Jaffe, D. T.,, and C. D. Scott. 2012. Mastering the Change Curve, 2nd. ed. http://store.teambuildinginc.com/images/Theoretical%20Backgrounds/Mastering-Change-Curve-Theory.pdf (last accessed April 18, 2012).
5.Mind Tools. 2012. Kotter's 8-Step change model: implementing change powerfully and successfully, www.mindtools.com/pages/article/newPPM_82.htm (last accessed April 18, 2012).
6. Nahin, R. L.,, P. M. Barnes,, B. J. Stussman,, and B. Bloom. 2009. Costs of complementary and alternative medicine (CAM) and frequency of visits to CAM practitioners: United States, 2007. National health statistics reports, no. 18. National Center for Health Statistics, Hyattsville, MD. www.cdc.gov/nchs/data/nhsr/nhsr018.pdf (last accessed June 6, 2012).
7.National Defense University. Vision and the management of change. In National Defense University, Strategic Leadership and Decision Making. Industrial College of the Armed Forces, www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4chl9.html (last accessed April 18, 2012).
8. Nigon, D. L. 2000. Clinical Laboratory Management, p. 293307. McGraw-Hill, New York, NY.
9.Prosci. 2004. Understanding resistance—Prosci's Flight and Risk Model, www.change-management.com/tutorial-flight-risk.htm (last accessed April 11, 2012).
10. Rick, T. 2011. 12 reasons why people resist change. May 23, 2011. www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/ (last accessed April 18, 2012).
11. Tucker, J. 2007. Types of change. Suite 101 Media. August 12, 2007. http://jantucker.suitel01.com/types-of-change-a28594 (last accessed March 27, 2012).
12. Wilkinson, I. 1998. Managing ME Incorporated, p. 2328. Clinical Laboratory Management Association, Wayne, PA.

Tables

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Table 14.1

Actions to become an agent of changes

The key to implementing change is to give clear and direct communication ( ).

Citation: Gibbs K. 2014. Managing Change , p 281-292. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch14
Generic image for table
Table 14.2

Paradigm shift in today's healthcare industry

Citation: Gibbs K. 2014. Managing Change , p 281-292. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch14
Generic image for table
Table 14.3

Actions for becoming a master of change

Citation: Gibbs K. 2014. Managing Change , p 281-292. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch14
Generic image for table
Table 14.4

Skills needed for the future

Citation: Gibbs K. 2014. Managing Change , p 281-292. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch14

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