Change Strategies: Adapting to

New Program Leadership Michael Huckabee, MPAS, PhD, PA-C

Patty Scholting, MPAS, PA-C

PAEA Education Forum 2013

Memphis, TN

Learning Objectives

Analyze change theories with practical application to PA program leadership transitions.

Develop strategies that support a purposeful transition for both the new director and the existing faculty in adjusting to change.

Implement leadership techniques to manage challenges and pitfalls common in administrative change.

Types of Change in Teams and

Organizations

Roles Attitudes Technology

Strategy Economics People

Lewin’s Planned Change1

Force Field Theory

Group Dynamics

Action Research

3-Step Model of Change

1890-1947

3-Step Model of Change

Unfreeze Change Refreeze

Unfreeze

• May occur in crisis

• May be determined by threats or opportunities

Determine that old ways are inadequate

• apathy, resistance Change without

Unfreeze

Change

• Involves study of options

• Problem-solving

• Select the most promising solution

Determine new, best approach

• weak Change

without this step

Refreeze

Implementation and establishment of change

• Lacks enthusiasm, consensus

• Likely leads to reversal of change

Change without

Refreeze

Unfreeze Forces2

Survival Anxiety

• If we don’t change, we’ll fail.

Learning Anxiety

• Will I lose my identity?

Zone

Of

Safety

Zone of Safety examples

Group work

Practice fields that embrace errors

Parallel systems to offer relief from day-to-day pressures

Positive visioning for encouragement

Breaking change into manageable steps

Coaching

Resistance to Change

Not due to ignorance or inflexibility.

• Address concerns

• Solve obstacles

• Convert opponents

Can lead to energy

needed for success.

Reasons to Challenge Change

Not necessary

Not feasible

Not cost effective

Causes personal losses

Inconsistent with values

Lack of leader trust

Implementing Change

Fast

• Prevents build-up of resistance

Slow

• Shows change is long-lasting, serious

Nonlinear change allows delays/reversals,

beneficial modifications, concessions, collaboration

Effective Change Strategies

Create sense of urgency about change

Communicate clear vision of benefits

Identify support and resistance

Build broad coalition

Organize system of change implementation

Explain how change will affect people

Make symbolic, dramatic changes early

Effective Change Strategies (Cont.)

Make adjustments for stressors/challenges

Pursue early successes

Monitor step-wise process

Inform people of progress

Demonstrate commitment, optimism

References

1. B Burnes. Kurt Lewin and complexity theories:

back to the future. J Change Management

2004,4(4):309-325.

2. EH Schein, Kurt Lewin’s Change Theory in the

field and in the classroom: notes toward a

model of managed learning, Systems Practice,

1996;9(1):27-47.

3. Wheeler D. Servant Leadership for Higher

Education: Principles and Practice. San

Francisco, CA: Jossey-Bass, 2012.