Change Management: Through the looking glass

1. Change Management:Through the looking glass Deb Ellks, Sunshine Centre Manager, RDNS

2. The looking glass as metaphor • A tool • We can use the act of reflecting to see different things, much as we move a mirror to look at different angles • Sometimes we find things we don’t expect • Different mirrors provide different views • Different lenses provide different views • Views help formulate / shape new meanings and knowledge

3. The looking glass? What I found…

4. Reflection • I came to know critical reflection through undertaking action research in my masters in business leadership • Today I’ll share with you a glimpse of some of my learnings undertaking a significant change process in my workplace.

5. Context – the workplace • The environment: complex, contradictory, constantly changing, challenging. • Skills required exceed clinical and technical competence. • Creative spirit • Tolerance of ambiguity • Change • Wellbeing.

6. Background.. • Passion • Assumptions • Knowledge • Incongruence

7. Action research… • ..has dual aims to bring about change (the action) and understanding (research) (Minichiello, Aroni, Timewell and Alexander 1990; Dick 1993; 1997).

8. Action research & change • My project was suited to action research methodology as it aimed to bring about organisational change (action) with an increased understanding for myself as researcher and for others (research) (Minichiello, Aroni, Timewell and Alexander 1990; Cherry, 1999; Dick 1993; 1997,1999). ‘

9. The question asked………… • …. “how does a manager entering a new work environment effectively manage change?” • I was the researcher and participant

10. Action research……… • Provided me with the means to develop critically reflexive practice • Theory integrated into practice and new theories emerged • Cyclic and iterative • Names and tests assumptions

11. Action research facilitated ………… • Personal development • Improved professional practice • Change agency • Organisational improvements • A shift in culture • Reframing viewpoints • Development of new knowledge

12. The beginning….”the change” • Change took place in the work environment • Assessment nurses were separated from our nursing resources & discrete team created • Screening was done within 24 hours of receipt of referral to determine priority for access

13. The process I undertook…. • Plan for change. • Data collection – journaling qualitative; empirical data • Journal entries critical incidents • Literature reviews

14. Reflexive Dialogical Practice… • Critical incidents = source of learning • Strong connection or emotional energy • Journal • Dialogue • Unpack assumptions implicit in critical incidents = raised awareness • Narrow gap between behaviour and beliefs

15. Journaling • An account of an experience as I ‘saw’ it; ‘felt’ it both physically & emotionally; ‘thought’ it. • I tried to capture the event including what I was thinking at the time of the experience. • Provided a rich source of data in relation to the progress of the changes; in relation to my own professional development

16. Some of my learnings emerging from my research project. • Reflect – through reflection I was able to identify what was working and what was not. The more difficult the challenge, the more I journeyed inward and undertook reflection. • Holistic reflection incorporates ethical, moral and aesthetic considerations in the reflection.

17. Some of my learnings emerging from my research project. • Triggers for reflection were experiences marked by an awareness of emotion, whether through reflective practice using journaling, discussion with others, feedback, or events observed.

18. Some of my learnings emerging from my research project. • Reframe – when journaling I was able to get a more balanced view of things, identify themes and ‘see’ things differently, resulting in a new way of seeing things. • Learning results from reflection and requires emotional resilience and emotional intelligence, which in turn helps to build the same.

19. Problematic situation! New world view & new taken for granteds. The experience Interpretation of experience reframed Situation Feelings – perceived as unpleasant New feelings, new meanings, new learnings, new ways of knowing the world, more satisfied, more confident Situation framed as problematic or confusing; desire to understand; search for meaning. Feelings; Uhuh; being struck Dialogue with others and reflect, Journal and reflect; read what seems to be relevant literature at the time (based on interpretation of situation) and reflect. Deb’s learning model.…