1. Strategies for Managing Change - regarding the adoption of HINARI (module 6.4)

2. Overview
How the change is implemented is critical for the successful adoption of new information resources
Review several models and concepts for managing change
Apply these methodologies to your institutional setting regarding the adoption of HINARI

3. Broad Concept of Change
“Change is a permanent part of life. No matter who we are, where we live, how old or young, we all make changes in our lives. Most of us struggle with change…
The ways we change inside, the ways we grow and learn, and become transformed are because of the changes in our lives.”
Orlando A, Anaam C. The Change Agent

4. Change agent
an individual who influences clients’ decisions in a direction deemed desirable by a change agency; roles include
develop the need for change
diagnosis the problem
establish information exchange channels
create an intent to change in the clients
translate an intent into action
stabilize adoption and prevent discontinuance

5. Conditions for successful change
dissatisfaction with the status quo
people have the necessary knowledge and skills
tools needed to are available
implementers have time to learn, adapt, integrate and reflect on change
rewards or incentives exist for participants
participation in process is expected and encouraged
have support for innovation by key players and stakeholders

6. Resistance to change lack of trust
perception that change is not necessary
perception that change is not possible
relatively high cost
fear of personal failure
loss of status or power
threats to values and ideas
social, cultural or organizational disagreements
resentment of interference

7. Exercise 1
Think of one successful change in your work environment. List the successful change variables that were in place. What was the critical factor(s) for the success of the change?
Think of some unsuccessful change from your environment. List the resistance to change variables that were present. What was the critical factor(s) that thwarted the change?

8. Exercise 1
Regarding the use and implementation of HINARI, list some of potential resistance to change factors in your institutional setting.

9. Three Phases
Unfreezing phase - old ways are no longer appropriate and that change is needed
Changing phase - select an appropriate and promising approach
Refreezing phase – the new approach is implemented and it becomes established

10. Everett Rogers: Innovation/Decision Process Model

11. Rogers: Adopter Categories
innovators - the first 2.5% to adopt the innovation
early adopters - the next 13.5% to adopt the new idea
early majority - next 34% of the adopters
late majority - the next 34% to embrace the change
laggards - the last 16% to adopt the innovation

13. Adopter Categories Definitions
Innovators
have a great interest in new ideas and a desire to be daring and risky
can cope with uncertainty regarding change
may not be respected by other members of the organization
Early Adopters
are the critical group for change/opinion leaders
contain role models for others that respect them for judicious ‘innovation decisions’
are not too far ahead of the organization as compared to innovators
decrease uncertainty when they adopt new ideas

14. Adopter Categories Definitions
Early Majority
adopts new ideas before the average members of the organization
not opinion leaders/make decisions slowly and carefully
follow with deliberate willingness in adopting change but rarely lead
Late Majority
adopts innovations after the majority of the organization
generally are skeptical and cautious
respond to pressure from their peers and new organizational norms

15. Adopter Categories Definitions
Laggards
are isolated and interact with others with traditional values
usually make decisions on what has been done in the past
possess almost no opinion leaders
often are suspicious of change and change agents

16. Rogers: S-shaped Curve
a period of slow adoption before experiencing a sudden period of rapid adoption and then a gradual leveling off

17. Exercise 2
For the successful utilization of HINARI in your institution, identify individuals that would be:
Innovators
Early adopters
Early majority
Late majority
Laggards
Opinion leaders in the early adopters’ group

18. Exercise 2
List two or three strategies you would use to work with the opinion leaders.
How would you deal with the laggards (and you can be honest)?

19. Useful Strategies establish a sense of urgency
create a guiding coalition
develop a compelling vision and strategy
communicate the change vision widely
empower stakeholders for broad-based action on the vision
generate short-term wins
consolidate gains and produce more change
anchor new approaches in organizational culture

20. Exercise 3
For your institution’s adoption of HINARI, how would you utilize the strategies and suggestions listed above?
What would be most useful and why?
Identify the key (most difficult) issues to overcome for the successful adoption/utilization of HINARI.
What strategies do you propose to surmount these hurdles?
Implement the strategy that you have developed (to be done after the completion of the course)!

21. Strategy for Stakeholders
Identify the stakeholders whose commitment is required.
For each type of stakeholder, describe the needed change, perceived benefits and expected resistance.
Develop action plans including ones for the stakeholder groups that are not sufficiently committed.
One critical group often ignored is higher-level administration; they must be included one of the key groups.

22. Exercise 4
For the optimal use of HINARI, who are the key ‘stakeholder groups’?
How would each group benefit from HINARI?
Which would be the most difficult group to work with and what strategy would you use?
How would you involve the administration?

23. Cautionary note Consequences of innovation can include
undesirable consequences:
direct or immediate results
indirect or consequences that are a result of the innovation
anticipated or recognized/intended changes
unanticipated consequences that are neither intended or recognized

24. Goal of innovation or change
Dynamic equilibrium
Change occurs at a rate that the institution can cope with it
System can adapt to the change
The organization is not overloaded with too rapid change that leads to an inability to adjust or disequilibrium
Can this be achieved with HINARI?

25. This is the end of Module 6.4
Updated

26. Further resources Rogers, Everett M.
Diffusion of Innovations 5th edition
Simon & Schuster, 2003
This is the end of Module 6.3
Updated