Change Management: Through the looking glass

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Change ManagementThrough the looking glass

• Deb Ellks,
• Sunshine Centre Manager,
• RDNS

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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 dont expect
• Different mirrors provide different views
• Different lenses provide different views
• Views help formulate / shape new meanings and
  knowledge

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The looking glass? What I found
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Reflection

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

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Context the workplace

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

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Background..

• Passion
• Assumptions
• Knowledge
• Incongruence

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Action research

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

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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).

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The question asked

• . how does a manager entering a new work
  environment effectively manage change?
• I was the researcher and participant

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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

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Action research facilitated

• Personal development
• Improved professional practice
• Change agency
• Organisational improvements
• A shift in culture
• Reframing viewpoints
• Development of new knowledge

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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

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The process I undertook.

• Plan for change.
• Data collection journaling qualitative
  empirical data
• Journal entries critical incidents
• Literature reviews

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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

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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

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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.

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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.

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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.

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Debs learning model.