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Change and Conflict Theories in Healthcare Leadership
Lewins Three-Step Change Theory
Kurt Lewis examined behavior as an intricate balance of forces that work in opposite directions. Such driving forces encourage change because they push the organizations workers in the needed direction. However, restraining forces curtail change since they push workers in opposing directions. Lewin states that the initial step in the path of changing behavior is to dismantle the existing status quo in the organization or individual. The status quo can be described as the equilibrium state. Dismantling the status quo is a necessity to overcome the strains that come with group conformity or individual resistance (Burke, 2010).
Phases of Change Theory by Lippitt
This theory is an expansion of Lewins change theory. It is a seven-point theory that emphasizes more on the role of the change agent than on the evolution of the change taking place. Throughout the process, information is regularly altered. These seven steps are problem diagnosis; motivation and capacity assessment; examining the motivation of the change agent; choosing suitable change agents; the duty of the change agent should be clearly understood by all workers; the change should be nurtured with the help of constant feedback; finally the change agent should carefully withdraw from his assisting duties (Holbeche, 2006).
Prochaska and DiClementes Change Theory
This model was initially concentrated on health patients. It was used to illustrate where a patient was in their journeys to change specific health behaviors. However, the model has over the years adapted to suit sectors other than health. This particular change theory includes the following stages: pre-contemplation, contemplation, preparation, action, and finally maintenance. However, its progression through the mentioned stages takes place in a cyclical manner (Holbeche, 2006).
Social Cognitive Theory
Employees can learn through direct experiences, observations, interactions, and interpersonal dialogues. In this regard, this theory proposes that behavioral change is directly affected by environmental influences and numerous other personal factors (Holbeche, 2006).
Theory of Reasoned Action and Planned Behavior
The theory of reasoned action asserts that the individual performance of a particular action is mainly determined by the individuals intention to execute the behavior. However, the individuals attitude towards the behavior in question ought to be positive for the process of change to take place. The theory of planned behavior is inclusive of the concept of perceived control over the skills, resources as well as opportunities needed to carry out the desired behavior (Holbeche, 2006).
Conflict Theory
Conflict theory asserts that conflicts or tensions arise whenever status, factors of production as well as power are unfairly distributed between communities in any given society. Such conflicts end up becoming the engine that powers social change. In such a context, power can then be viewed as the control of material resources, politics, accumulated wealth as well as the institutions that serve the given society. This theory emanated in the works by Karl Marx whose focus was on the causes as well as consequences of the class-based conflict between the proletariat and the bourgeoisie (Stolley, 2005).
This theory can as well be applicable in modern society and the work environment, e.g. in the health sector. Social inequality arises from a society that is organized according to the hierarchies of gender, class, or even race. These factors broker access to resources in a manner that skews their general distribution. In the health sector, for example, conflict theory may manifest itself in several ways, such as income inequality, unequal promotion opportunities, and even a skewed system of training staff members and upgrading their skills (Stolley, 2005). Just like the general society, workplace inequality is often characterized by the presence of unequal rewards and opportunities for various career positions within the organization.
The Leader as a Change Agent
The leader as a change agent will inevitably be faced with numerous instances in which he is expected to diffuse conflict in a manner that will be beneficial for all the parties involved. Such conflicts in a health care environment may take the form of unhealthy rivalry between the various teams working under one department. Such rivalry may lead to the creation of silos that are harmful to the overall wellbeing and effectiveness of a health care organization. To prevent such conflicts from escalating to such toxic levels, the leader as a change agent should intervene as soon as there is any sense of trouble (Stolley, 2005). First of all, as a leader, it is important to have a quiet word with all the parties involved to find out the reason for such conflict. In case the conflict is brewing as a result of jostling for promotions to positions that are soon falling vacant, it will be important to clarify the companys policies on who gets promoted. A simple clarification may dispel any beliefs that some candidates are favored by the senior management to take up the positions. Once the staff members are assured that any promotion is done purely on merit, the conflict may be quelled (Stolley, 2005).
References
Burke, W. W. (2010). Organization change: Theory and practice. Thousand Oaks: SAGE Publications.
Holbeche, L. (2006). Understanding change: Theory, implementation and success. Oxford: Butterworth-Heinemann.
Stolley, K. S. (2005). The basics of sociology. Westport, Conn: Greenwood Press.
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