Key Learning Points

• Understand models of change that describe the stages or phases required to implement change

• Appreciate the tools and methods available to help in making changes

• Understand the basic steps in planning, organizing and executing a change management project

Introduction

Charles Handy is one of Britain's most prolific writers on the management of change. Handy's vision in 1976 was that organizations were set to change at an unprecedented rate (Handy 1993). History has supported this view and, consequently, ‘effective management’ and the ‘management of change’ can be seen as virtually synonymous.

The simplest way to make a change is sometimes just to do it. Sometimes, people will just say ‘Great idea, lets get on with it then!’ However, intuition alone may not always be enough, and planning can help to ensure that change happens the most effective way for the results that are required.

Modern organizations have to learn to change quickly and often in order to survive, often downsizing or being forced to become more effective in the process (Handy 1989). The primary task for all healthcare managers is to improve the quality of services while working within tight financial constraints. Management is no longer about maintaining the status quo – it is much more about stimulating change and encouraging innovation to make improvements (Burnes 2000).