Making change permanent A model for institutionalizing change interventions

Dynamics of Resistance to Change: A Sequential Analysis of Change Agents in Action

“…These healthcare professionals can be considered change agents in terms of communicating necessary changes to their clients. The basic principles of MI share striking similarities with the communication model by Armenakis et al (1999): MI is based on the main principles to express empathy, roll with the resistance, develop discrepancies and support clients' self-efficacy. Furthermore, one of the goals of an MI intervention that is closely related to the key message of personal valence in the model by Armenakis et al (1999) is to let clients argue themselves for the need to change and give them the opportunity to talk about the possible reasons for and benefits of changing.…”

“…In their communication model, Armenakis, Harris, and Feild (1999) propose five key message components that change agents need to communicate in order to ensure effective change management: self-efficacy for building confidence, principal support from the management, discrepancy between the status quo and the desired state, appropriateness of the change measures and personal valence, in terms of benefits for the change recipient. While there is some empirical support for this model (Bernerth, 2004;Drzensky, Egold, & van Dick, 2012), previous research has not yielded any insights as to how change agents should facilitate such an interaction.…”

Implementing results of a change process at the Andrew Love Cancer Centre — The axillary technique

“…One reason for the radiation therapists' lack of feedback at this point was because they were not provided with adequate information to engage them in the change process. Th e information provided had not followed the advice of Armenakis, Harris and Feild 26 and only minimal information was given. Th is was an area where improvements in managing the change process were required.…”

“…Th erefore, the initial communication with all radiation therapists could have been improved to more readily prepare them for the change. In the future, the process described by Armenakis, Harris and Feild 26 will be followed when introducing change. At this early stage in the change process, many radiation therapists were in the denial phase.…”

“…25 Five components were identifi ed by Armenakis, Harris and Feild 26 for motivating employees with regards to change; these are discrepancy, effi cacy, appropriateness, principal support and personal valence. When introducing change, it is important to address each of these components.…”