Leading Change Report

7/29/2019 Leading Change Report

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CLS2005 Leading Change

‘The Future’

Joachim Guldahl – 610037755

Victoria Mann- 600021117

Banh Tran Tuong Van – 610026706

Lina Ma-610045660

Nguyen Quoc Khang -610035671

Tran Do Minh Long - 610051954

Jessica Tanamas- ???



Contents

1. Introduction

1.1 Our group

1.2 Our aim- ‘ The Future’

2. Why is this change needed?

2.1 Evidence

2.2 Passive smoking statistics

2.3 Risks to children

3. What is important in our group in how we lead change?

3.1 Our values

3.2 Our leadership style

3.3 Leading change in charities

4. Community visit

5. How will we implement change

5.1 Model of change

5.2 Recognition

5.3 Educate

5.4 Take action

5.5 Monitor

5.6 Sustain.

6. Measuring change to ensure sustainability of ‘The Future’

6.1 What will change look like in a year?

6.2 Project Expansion

7. Conclusion



1.Introduction

Initially we recognised the importance of identifying and sharing the values that

were important to both individuals and that of the group. Consideration of these

values identified a shared interest in the dangers of passive smoking and effectsit can have on children. We recognised it as an issue across all the cultures within

the group, highlighting it as a worldwide issue. We each spoke about the high

level of adults who smoke around children in our home countries and agreed it

was a project we could all immerse ourselves in. We decided to create a not-for-

profit organisation called ‘The Future” and t hrough working collectively we

aimed to design our own model for leading change. This report aims to examine

and explain the process we took to identify how and what it takes to lead change

successfully.

1.1 Our Aim- ‘The Future’

Who are we?

We are a not for profit organisations, called ‘The Future” working locally withinExeter to help raise awareness of the dangers of smoking around children. Our

aims are to make people aware of the serious health issues caused by passive

smoking, advise parents on how to stop smoking and subsequently reduce the

number of adults smoking around children.

2.Why is this change needed?

2.1 Evidence

Medical Research Council (2012) identified a link between smoking and cancer

and since then numerous studies have taken place highlighting its implications

to health. Smoking causes the most common fatal cancer, lung cancer, along with

heightened risks of chronic heart disease, strokes and cancers of the mouth,

bladder, liver, pancreas, kidney, stomach and cervix. Further research also

showed exposure to second-hand smoke to also be incredibly harmful.

2.2 Passive Smoking Statistics

It is estimated that globally 600,000 deaths a year are caused by second

hand smoke.

Non-smokers exposed to secondhand smoke have a 24% increased risk of

lung cancer and a 25% increased risk of heart disease.

30 minutes of exposure to environmental tobacco smoke by healthy non-

smokers can have a measurable impact on coronary blood flow.

It has been estimated that domestic exposure to secondhand smoke in the

UK causes around 2,700 deaths in people aged 20-63 and a further 8,000deaths a year among people aged 65 years and older.



(http://ash.org.uk/files/documents/ASH_113.pdf )

2.3 Risks to Children

Due to passive smoking children have an increased risk of; cot death (SIDS),

developing asthma, serious respiratory conditions such as bronchitis, meningitis,

coughs and colds and ear problems. Children are twice as likely to start smoking

in later life if their parents smoke.

Statistics within the Acheson report identifies that one third of children in the UK

live with at least one adult smoke and among low-income families the figure is

57%. (http://www.nhs.uk/chq/Pages/2289.aspx)

These shocking statistics highlight the damaging effects of passive smoking on

children. Smoking is the greatest cause of preventable illnesses and this is why

we believe something must be done to protect the health of young children who

are subjected to the dangers of passive smoking.

http://www.ash.org.uk/files/documents/ASH_596.pdf

http://ash.org.uk/files/documents/ASH_113.pdf








3. What is important in our group in how we lead

change?

3.1 Our values

As a group we all agreed on 5 key values important to us, these were;

cooperation, responsibility, happiness, equality and respect. All of which we

believe give greater understanding and meaning to our model of change.

We feel it is necessary for parents to cooperate and work with the programme to

stop smoking. Without their cooperation and desire to stop smoking around

children, the programme cannot be a success. Adults need to take responsibility

for their actions and recognise the damage they are doing to children’s health by,

in doing so they should have the drive to stop and have more respect for both the

lives of children and their own. Every child should have an equal right to a

healthy upbringing. By educating adults and helping them to stop smoking it will

bring about greater happiness.

3.2 Our leadership style

Every organisation needs leadership as a means to influence individuals. We

decided to create own leadership approach called ‘interactive leadership’. It is

based on two main leadership styles, servant and transformational leadership.

Interactive leadership involves an exceptional form of influence that moves

followers to accomplish more than what is usually expected of them. This is vital

for our own change project, as we would like to give inspiration to people in

order to change for the better. Moreover, our priority is to encourage, support,

and enable participants to achieve their goal. We would like to be the change

agent, which is the key trait of transformational leadership.

3.3 Leading change in charities

As a not-for- profit organisation we reflected on the words of Andrew Hind, CEO

of the Charity Commission to consider what it takes to lead change within a

charity organisation. Hind suggests, “There are a number of leadership

competences that are more prevalent in the charity sector”. He bases this belief on the idea that charity leaders bring about change through influence instead of

control. He suggests four competences for leaders in the charity sector, one

which we felt was key to success in our own change project was “having analignment of the vision and mission throughout so people know why they are

there, what the organisation stands for and what it is trying to achieve”. We

believe success is about working together with the drive necessary to achieve a

shared goal. If someone in the group does not share the passion and drive to lead

change, weak links are created and success is hindered.

(Leadership in the Charity Sector – challenges and opportunities)

As a result we considered group cohesion as a key factor in what is important tolead change. The business dictionary defines cohesion as:



‘Extent to which the members of a group find staying together to be in mutual

interest ’

Two types of cohesion;

Task Cohesion – the degree to which members of a group work together to achieve common goals

Social Cohesion – the degree to which members of a team like each

other and enjoy each other’s company

(http://www.lcsc.edu/mcollins/groupcohesion.htm)

Having a shared interest and passion in the change topic is key to having the

drive and desire to achieve success. Furthermore, we must create an

environment in which everyone feels comfortable to work in.

4.Community Visit

Community visit is necessary to support the project. The purpose of community

visit is to learn from professionals in our project field on how to solve the issue;

and understand what action we should take. We went to St.Sidwells Community

Centre who work in partnership with the NHS on a project, which aims to help

people stop smoking. Unfortunately, due to financial problems the project had to

shut down.

This visit made us realise that many obstacles are faced when implementingchange. We need to consider how we will maintain our project financially. It

could be said that the community visit influenced us to be more realistic and

understanding of the amount of effort we will have to input to lead a change.

5.How will we implement change?

5.1 Model of Change

As a group we have created a five-step model we believe will help to implement our change. Through looking at Kotler’s 8 Stage model and Hiatt’s (date) ADKAR

model we have considered the factors essential to implement our change.

The ADKAR model gave us an understanding of change at an individual level and

how this can be transferred into working with parents to change their individual

behaviour and attitudes towards smoking around children. (Adkar: A Model for

Change in Business, Government and Our Community, p1)

We recognised five key phases needed to persuade and initiate change, which

include; recognition, educate, take action, monitor and sustain.

http://www.businessdictionary.com/definition/member.html

http://www.businessdictionary.com/definition/mutual.html

http://www.businessdictionary.com/definition/interest.html



http://www.businessdictionary.com/definition/mutual.html

http://www.businessdictionary.com/definition/member.html



5.2 Recognition

To implement change people need to be aware of why change is necessary.

People will consider their decision to change based upon risk-reward analysis,

recognising the pros and cons to sustaining or changing their behaviour.

For people to be willing to change they have to be convinced the benefits of

change are better than the cost or risk. By analysing both they can make a

considered and committed decision to change.

Furthermore, we can implement Problem-solving theory by T.J.D’Zurilla (date) to

help people define their problems, and find the most effective solutions. In this

case we would aim for adults to recognise smoking around children as a problem

and the solution would be to part-take in our programme to stop.

Sustain

Ensure the change is maintained

Monitor

Monitor progress to garuntee success

Take Action

Implement what has been learnt

Educate

Provide adults with the knowledge and information they need to stopsmoking

Recognision

Make aduts aware of why changeis neccesary and the risk of not

changing

Adults need to recognise and havethe willingingness and motivation

to change



5.3 Educate

Education is key for adults to understand how to stop smoking and implement

this change.

How will we educate?

Group meetings will be held to educate adults on the damage they are

doing to their children’s health by smoking around them.

Meeting will be held for 4 weeks, once every weekend.

-Week 1: increase their awareness

-Week 2: The impact

-Week 3: sharing session and tips

-Week 4: Outing with their children

NHS professionals will provide adults with the information and process

needed to implement change

5.4 Take action

Action involves implementing what has been learnt. At this stage motivation is

key to success. Motivation to change behaviour must be greater than the

psychological and addictive need to smoke.

5.5 Monitor

Continually monitoring people lowers the risk of them being faced by obstacles,

relapsing and not achieving the change will be minimalized.

How will we do this?

After the 4 weeks program ends, we will offer further treatment through

counseling to discuss any anxiety or obstacles they may be facing.

Weekly updates will be given to access progress in order to ensure people

to not relapse

Offer treatment and health check ups for parents and children who have

been affected by passive smoking.

5.6 Sustain

For change to be a success it must be sustained, this being biggest and toughest

challenge.

Education and monitoring and communication throughout the process will

participants with adults with the support and knowledge needed to sustain the

change. They will be able to recognise the rewards driving them to sustain their

new behaviour. If adults have relapsed or issued have occurred then support will

be provided to get them back on track.



6. Measuring change to ensure sustainability of ‘The

Future’

Feedback through email, blogs, forum or questionnaires will allow us to

ascertain parts of the process were which are most helpful and parts needs

improvement to ensure the highest rate of success.

We can measure change through setting long and short-term goals, monthly

reviews and analysing the number of adults who have successfully stopped

smoking. Dips in success rate would suggest an issue, which needs to be

recognised and rectified. Continual measurement of success will allow the

organisation to constantly know the progress we are making.

6.1 What will change look like in a year?

The work of Caroline van Leenders and her writings on “TEN TIPS FOR CLEVERCHANGE” highlights the importance of starting small. Caroline van Leenders

cited the words of Elfrieke van Galen in which he stated ‘If you want to change

something, a small enthusiastic group should take the first steps. This will help

you to win over a larger group.’

Reflecting on this statement, our group recognised the need to start small and

expand our project over time once success has been made on a small scale. After

a year our project would aim to have reduced the number of adults smoking

around children locally in Exeter, recognise any issues or problems within our

change process and implement necessary improvements. Once at this stage we

can look to grow and expand our project through working in collaboration with

other organisations and institutions.

6.2 Project Expansion

To be a successful not-for-profit organisation on a national scale, we will need

help from other organisations. We would like to collaborate with the

Government, the NHS and create partnerships with other stop smoking

organisations.

Government

Aim to try and implement a complete ban on smoking in the UK in order

to completely irradiate the problems created by passive smoking

Having the backing of the UK Government it may allow for more support

to expand into other countries.

NHS

Gain the medical knowledge needed to educate adults on why this change

is so necessary.

The NHS can provide t he organisation with suitable ‘quitting-kits’

subsidized by the Government or local authorities.



7. Conclusion

During the module we have researched and reflecting on leadership theories and

ideas in relation to leading change and have recognised the importance of shared

goals, passion and group cohesion as key factors needed to create a successfulmodel of change.

By considering own values and that of the group we were able to find a project in

which we all felt passionately about. We have looked into leadership styles and

competencies as well as other models of change and reflected on what aspects

are needed to lead change. We recognised obstacles will arise while trying to

implement change, therefore showing the need for continual monitoring and

analysis of the process to ensure our model works effectively.



References

Problem-Solving Therapy: A Positive Approach to ClinicalIntervention, Third ...By Arthur M. Nezu, PhD, ABPP, Thomas D'Zurilla, PhD


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