This is because of the constant information on the effects of smoking in relation to health conditions. This stage illustrates on the essence of quitting smoking without the crucial plan by smokers (Aveyard et al., 2008).
Preparation

During this third stage, it is vital for the individual engaging in smoking behavior to adopt an effective plan towards transforming the behavior. The individual must prepare mental and psychologically for the adoption and implementation of change in order to obtain maximum utilization of the quitting technique. This also entails transformation of other aspects of lifestyles that might pile pressure on the individual in relation to the smoking behavior. In most cases, smokers decide on the quitting dates and mark it on the calendar to aid their quitting process. Other smokers also inform their friends or relatives on the quitting technique and dates to obtain some accountability in the process (Aveyard et al., 2008).

Action

This…...

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References

P Aveyard, L Massey, a Parsons, S Manaseki, C Griffin (2008). The effect of Transtheoretical

Model based interventions on smoking cessation Social Science & Medicine DOI:

10.1016/j.socscimed.2008.10.036

Christopher J. Armitage, Madelynne a. Arden (2008). How useful are the stages of change for targeting interventions? Randomized test of a brief intervention to reduce smoking.

Healthcare
Change Theory and Social Change

Domestic violence and abuse is a very severe difficulty, for both the victims and the abusers. There are a number of theories about what makes batterers use abuse on those who are close to them. One outlook is that batterers are toughened criminals who carry out their crimes in a cognizant, deliberate way to attain the supremacy they think men are entitled to. Others consider abuse to be the product of deep psychological and developmental scars, which are not gender particular. Some experts have reached an agreement on a number of universal characteristics amid batterers, they are scheming, calculating, frequently see themselves as victims and think that men have a predetermined right to be in charge of all facets of a relationship (Buddy, 2011).

Domestic Abuse takes place in associations where disagreement is the incessant consequence of authority inequity between the partners and one partner is afraid…...

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References

ACA Code of Ethics. (2005). Retrieved from  http://www.counseling.org/Resources/CodeOfEthics/TP/Home/CT2.aspx 

Buddy, T. (2011). Domestic Abuse - Why Do They Do It? Retrieved from  http://alcoholism.about.com/cs/abuse/a/990407.htm 

Ethical Dilemmas in Domestic Violence. (2011). Retrieved from http://www.novicecounselor.com/2009/03/25/ethical-dilemmas-in-domestic-violence/

Schwarzer, Ralf. (2011). The Health Action Process Approach (HAPA). Retrieved from  http://userpage.fu-berlin.de/~health/hapa.htm

The "bookends" of the model being oganization wok settings and membes is accuate and pagmatic as well.
In the authos' analysis of the conceptual models fo undestanding oganizational change in chapte 8 illustates the depth of his expetise in the academic field and his pagmatism at tanslating theoy into esults. It must have been the most challenging chapte of the book to wite as it moves quickly between the theoetical and the pagmatic. It also shows though examples, both academic and fom actual expeience, just how capicious, even chaotic oganizational change is to manage and make pemanent. Clealy the autho has esevations about the classical Lewin Model of change and povides a thoughtful analysis using D. Edga Schein's models on copoate cultue eseach to moe fully define the thee-step Lewin pocess. What is inteesting about the pogession of the analysis of the Lewin Model is the inclusion of phases of…...

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references in how Dr. Burke illustrates through analysis of organizations just how critical it is to pay attention to the smaller processes if the larger management change strategy is to be effective.

The Burke-Litwin Model for organizational change is also analyzed from the standpoint of Dr. David McClelland's contributions of individual's propensities for motivation to change. The author navigates the next few chapters well, mixing the theoretical models as a means to show the process-based approaches to making organizational change with the pragmatic lessons learned of a practitioner. He completes this analysis with an assessment of how the individual attributes of each model matter far more than the far-reaching, ore environmentally based ones. In this way he communicates that for lasting change to occur in any organization that has got to be an internalization of the goals and objectives they are based on. Without this there is no lasting change, he seems to be implying through the framework and model analysis completed. These points together then form an excellent foundation for the last chapters of the book that center on transformational leadership. These last chapters also form an excellent capstone series that tie together the best and worst practices of organizational change, the core concepts and frameworks and models, and the strategies for overcoming resistance to change. These chapters were the most prescriptive in how to transform management into leadership in the context of organizational change. They were also interesting to see how Dr. Burke analyses the phases of organizational change an how the practical lessons learned made the process more challenging and daunting that it is often made out to be. Throughout the book there is also the common thread of how chaotic change can be over time and how transformational leaders need to create a resiliency and trust to be effective. These chapters define transformational leadership in those contexts and also provide insights into real-world examples of how the authors' process-centricism has made a different. The use of hybrid models of transformational and transactional leadership also is useful for seeing how rewards are defined and fulfilled.

Conclusion

Organizational change is never a one-and-done proposition, and to make change effective and last, there are more complexities than many theorists and managers list in their advice. This book provides a solid foundation that shows just how chaotic change can be and that situational leadership that can transform and reward is crucial. It also shows that worst practices in organizational change happen when plans are too dogmatically adhered to. The author brings a message of organizational agility and the need to listen and respond to the complexities of change, not try to overcome it with an engineered response. Trust as the catalyst of change and the ability to internalize change is crucial.

Reference

Current students struggling to pay tuition say the money should go to more scholarships and oppose the stadium. The conflict begins to grow more heated, and tensions between athletic students on scholarships and poorer students without scholarships grow, as do tension between teams, and faculty who oppose so much money going to a stadium vs. more conservative alumni.
The most common conception of this change process among dialectical scholars is a helical model, in which responsiveness to one dialectical pole, or opposite, creates pressure to attend to the opposite dialectical pole. Over time, a relationship pair cycles back and forth between responsiveness to the opposing demands" (Dialectical theories, 2009, Marriage and Family Encyclopedia). Thus, in the dialectical change model, the change that occurs is a reexamination of the underlying conflicts between different organizational actors. The football stadium comes to symbolize, for some students and faculty, a lack of concern on…...

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Works Cited

Dialectical theories: Contradictions and Change. (2009). Marriage and Family Encyclopedia. Retrieved 22 Mar, 2009.  http://family.jrank.org/pages/391/Dialectical-Theory-Contradictions-Change.html 

Kezar, Adrianna. (2001). "Understanding and facilitating change in higher education in the 21st

Century.' ERIC Educational Reports. FindArticles.com. Retrieved 22 Mar, 2009.  http://findarticles.com/p/articles/mi_pric/is_200100/ai_133467957 

Change model

Lewin’s Change and Force Field Analysis Theories Applied to a Geropsych Unit Using Lewin’s Change and Force Field Analysis theories to produce a more dedicated Geropsych Unit can be accomplished by putting each theory into practice. First, the goal of the change must be identified, which here is to develop a staff that is dedicated to its work and patients. Then the process can be begun. The first step is to remove the workers from their current state of awareness regarding how things are done. According to Lewin’s change theory, this is the period of “unfreezing” that must occur, wherein the old manner of execution is unfrozen or unfixed in the mind so that the new method can be inserted and learned. In the Geropsych Unit, the key to developing a more dedicated staff is to unfreeze the mind and help the workers to “unlearn” the behaviors that have allowed them…...

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References

Baer, R. A. (2003).  Mindfulness training as a clinical intervention: a conceptual and

empirical review. Clinical Psychology: Science and Practice, 10(2): 125-143.

Dolansky, M.A., Moore, S.M. (2013). Quality and Safety Education for Nurses (QSEN):

The Key is Systems Thinking. OJIN: The Online Journal of Issues in Nursing, 18(3): Manuscript 1.

Mayer, J. D., Salovey, P. (2001). Emotional intelligence as a standard intelligence.

Emotion, 1: 232-242.

 

Innovation and EntrepreneurshipIntroductionWhen it comes to promoting innovation and entrepreneurship in the workplace, the main problem leaders face is how to achieve harmony and positivity in the face of change. Many different theories abound to the extent that a leader can feel overwhelmed by the sheer number of possible approaches to use. De Caluwe and Vermaak (2004) have simplified the situation by providing the color change theory. For leaders interested in innovation, green-print thinking and white-print thinking, according to De Caluwe and Vermaak (2004), are going to have the most utility for leaders. Green-print thinking fosters a collaborative environment in which people learn from one another; white-print thinking fosters initiatives and exploration. To keep the workplace environment functioning well, humor can also be applied, as it strengthens relationships (Charman, 2013). For the purpose of this paper, leadership is defined as the ability to empower others (Conger, 1989, p. 17). This…...

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References

Carder, B. (2019). Joy in the Workplace is a Business Advantage. The Journal for Quality and Participation, 42(1), 25-27.

Charman, S. (2013). Sharing a laugh: The role of humour in relationships between police officers and ambulance staff. International Journal of Sociology and Social Policy, 33, 152-166.

Conger, Jay A. (1989). Leadership: The art of empowering others. Academy of Management Executive, 3 (1), 17- 25.

De Caluwé, L., & Vermaak, H. (2004). Change paradigms: an overview. Organization Development Journal, 22(4), 9.

If the need for change is accepted, rationally, then emotionally, then gradually workers will become more willing and open to learn, and to incorporate the change into the organization's standard operating procedures. Individuals are more apt to accept change if, for example, they are convinced that it will improve patient care in the long run, than if the directive is merely dispensed as required because 'management says so.'
The critical aspect of fifth phase of the change process of "learning" is how changes are introduced. Communicating is an essential aspect of 'buy-in' but so is fostering a positive sense within the organization about the proposed changes by 'creating early wins' (Campbell 2008). This will lead to an increase in people's perceived own competence in their new roles. Unfortunately, starting with easier projects is not always feasible, but even if it is not, a Clinical Nurse Leader must be particularly sensitive…...

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References

Campbell, Robert James. (2008, January/March). Change management in healthcare.

The Health Care Manager. 27 (1): 23-39

Recklies, Oliver. (2010). Managing change. The Manager. Retrieved February 24, 2010 at  http://www.themanager.org/strategy/change_phases.htm 

Schuler, a.J. (2003). Overcoming resistance to change. Retrieved February 24, 2010 at http://www.schulersolutions.com/resistance_to_change.html

Organizational Change Management Theory
The organization this document will assess in terms of its readiness for change is Dataversity. It operates within the data management industry. Its primary operations are two-fold. It hosts a website centered upon the education of consumers and businesses for data-driven applications. Also, the company hosts myriad conferences each year. These conferences are also dedicated to data-driven applications and technologies. This organization is a small one. There are only five full-time employees. However, it strongly relies on contractors and their work. The organization has been in existence for the past 10 years. It started off as simply hosting conferences before it branched out to publishing in the way of its internationally renowned web site.

The primary human resources practice employed by Dataversity that could benefit from change is the way that it hires is contractors. Presently, there is a decided dearth of protocol and consistency in the way…...

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References

Jones, S. (2012). Reading, reflection and application in reality. www.nursingreview.co.nz Retrieved from  http://www.nursingreview.co.nz/issue/november-2012/Change-management-A-classic-theory-revisited/#.WBJKyPnQfZj 

National Collaborating Centre for Methods and Tools (2013). Organizational readiness to change assessment (ORCA) tool.   Retrieved from http://www.nccmt.ca/ 

1.3. Summary of argument, Hypothesis

The role of leadership styles and their applicability to the success or failure of mergers, acquisitions and alliances is the focus of this research. Any leadership study, to be relevant, must also focus on the needs of those served by the organizations studies. That is why in the proposed Change Management Equilibrium Model have customer-driven processes at their center or core. The focus of the research to either validate or refute the model is based on consistency and collaboration as two factors that also serve to create greater levels of integration between the two or more healthcare providers merging or changing their organizational structures to better serve the market. This market orientation is what many public-ally-owned and operated healthcare providers struggle with, as often the source of funding becomes their "customer" or whom they serve (Brinkmann, O'Brien, 2010). Studies by AM esearch for example show that…...

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References

Abbott, R., Ploubidis, G., Huppert, F., Kuh, D., & Croudace, T.. (2010). An Evaluation of the Precision of Measurement of Ryff's Psychological Well-Being Scales in a Population Sample. Social Indicators Research, 97(3), 357-373.

Faten Fahad Al-Mailam. (2004). Transactional vs. Transformational Style of Leadership-Employee Perception of Leadership Efficacy in Public and Private Hospitals in Kuwait. Quality Management in Health Care, 13(4), 278-284.

Antonakis, J., & House, R.J. (2002). The full-range leadership theory: The way forward. In B.J. Avolio & F.J. Yammarino (Eds.) Transformational and Charismatic Leadership, Volume 2, p. 3 -- 33. Boston: JAI Press.

Avolio, B.J., & Yammarino, F.J. (2002). Introduction to, and overview of, transformational and charismatic leadership. In B.J. Avolio & F.J. Yammarino (Eds.) Transformational and Charismatic Leadership, Volume 2, p. xvii -- xxiii. Boston: JAI Press.

c. Other theorists (Modern Attachment Theories)

Upon the establishment and strengthening of Bowlby and Ainsworth's Attachment Theory, other theorists have developed new studies which either tested the theory or sought to apply it in different contexts or scenarios. Inevitably, most scenarios and contexts that new theorists and psychology researchers took is the path to explaining grief and bereavement. Others, however, have centered on specific aspects of the theory and sought to expound and/or test it, as Ainsworth did when Bowlby was still in the process of strengthening his attachment theory.

One such study was conducted by Schore and Schore (2008), which explored the emotion regulation aspect of the theory. In their study, the authors realized the potential of attachment theory in developing a "therapeutic intervention" from which coping on the loss of the attachment figure would be a healthier process for the individual. The authors shifted from the issue of attachment to…...

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References

Ainsworth, M. (1984). "Attachment across the life span." Bulletin of New York Academy of Medicine.

Ainsworth, M. And J. Bowlby. (1991). "An ethological approach to personality development." American Psychologist, Vol. 46, No. 4.

Bartholomew, K. And L. Horowitz. (1991). "Attachment styles among young adults: a test of a four-category model." Journal of Personality and Social Psychology, Vol. 61, No. 2.

Bartholomew, K. And P. Shaver. (1998). In Attachment theory and close relationships. J. Simpson and W. Rholes (Eds.). NY: Guilford Press.

Kotter's and Lewin's models and discusses their roles as diagnostic tools and as implementation agents. It is the nature of organizations to face constant change, whether the source comes from competitive pressures, new opportunities, technological advances or new initiatives and so forth. Both models offer a methodology for effectively managing change.
Kotter's 8-Step Change Model

Change management models help organizations to effect change in a systematic manner while avoiding some of the pitfalls associated with organizational change development. According to John Kotter, organizations frequently make the same mistakes when they try to bring about change; they allow too much complacency or they fail to communicate and so forth (Reynolds, 2009).

Kotter's 8-step change model has been shown to be a powerful and successful method for implementing change. The purpose of Kotter's model is to efficiently and effectively achieve change management. People respond better to change when they are actively involved in its…...

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Works Cited

21st Century Leader. (n.d.). Kotter's eight step model of change. Retrieved January 12, 2012 from: http://www.21stcenturyleader.co.uk/kotter/

Chapman, A. (2010). Change management. Retrieved January 12, 2012 from:  http://www.businessballs.com/changemanagement.htm 

DealTime. (2000). Leading change, or changing leaders? [Review of the book Leading Change]. Retrieved from http://www.dealtime.com/Leading_Change_by_John_P_Kotter/leading-change-or-changing-leaders/RD-990772/reviews

Faucheux, M. (2009). Negotiating the advantages and disadvantages of change management. Retrieved January 12, 2012 from:  http://www.brighthub.com/office/project-management/articles/18477.aspx

QUINN's MODEL OF CHANGE
Changes in nursing procedures:

Applying Quinn's theory of change

Change resistance can often be extremely difficult to overcome in a healthcare environment. Given that nurses operate with a great deal of autonomy, they are often suspicious when new initiatives interfere with standard operating procedures that have worked in the past. To change the locality of shift to shift reporting from the break room to the bedroom, a nurse manager must generate staff buy-in so that employees genuinely believe that the change is needed and will make substantive improvements for patients, enough so that any of the inconveniences generated by the change seem warranted. ather than demanding immediate and radical changes, James Brien Quinn "suggests that the most effective strategies of major enterprises tend to emerge step-by-step from an iterative process in which the organization probes the future, experiments, and learns from a series of partial (incremental) commitments rather than…...

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References

Barnat, R. (2014). Quinn's incremental model. Strategic Management. Retrieved from:

 http://www.strategy-implementation.24xls.com/en116 

Pochron, R.S. (2008). Advance Change Theory Revisited: An article critique. Integral Review.

4(2): 125-132. Retrieved from:  http://integral-review.org/documents/Pochron,%20Article%20Review,%20Vol.%204%20No.%202.pdf

Select a problem or issue in the healthcare industry that you know needs changing or improvement.One area within the healthcare industry that required change and improvement are costs. Costs relative to other developed nations is very high, without the corresponding benefits of such costs. Currently the Untied States spends roughly 18% of GDP on healthcare related expenditures. Many experts believe that healthcare expenditures as a percentage of GDP will rise to nearly 20% by the year 2030. This will equate to roughly $4 trillion dollars being spent on healthcare related expenditures. This however is in stark contrast to actual healthcare outcomes which are not manifesting in the manner commensurate with the increase in costs. Currently, the United States is ranked last out of the 11 wealthiest nations of earth as it relates to healthcare outcomes. As a result, the United States is spending more than any other country but has…...

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References 1. Badham, R, Mead, A, Antonacopoulou, A (2012) Performing change: A dramaturgical approach to the practice of managing change. In: Boje, DM, Burnes, B, Hassard, J (eds) Routledge Companion to Organizational Change. London: Routledge, 187–205.2. Beck, RN (1987) Visions, values, and strategies: Changing attitudes and culture. The Academy of Management Executive 1(1): 33–413. Brotman, R (1958) Review of The Dynamics of Planned Change by Ronald Lippitt, Jeanne Watson and Bruce Westley. American Sociological Review 23(3): 341–342

There would be a small cost to print the posters in each unit, but nothing extravagant. In order to promote the implementation, the department reporting the least amount of needle sticks per month would be given a small reward such as a free department lunch or movie tickets.
The program can be evaluated by the number of needle stick injuries reported. The nurses will have to be trusted to actually report an injury should one occur. If the number is consistently lowered, the plan is successful. Also, if the number of injuries continues to go down then that means that the perception of needle stick injuries is no longer viewed as an injury that is of little importance. Once the nurses adapt to the seriousness that a needle stick injury can cause, they will be more apt to prevent such injuries. This will result in a win-win situation for not…...

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References

Alamgir, H., Cvitkovich, Y., Astrakianakis, G., Yu, S. And Yassi, a. (2008). Needlestick and other potential blood and body fluid exposures among healthcare workers in British

Columbia, Canada. American Journal of Infection Control, 36(1), 12-21.

Chelenyane, M., and Endacott, R. (2006). Self reported infection control practices and perceptions of HIV / AIDS risk among emergency department nurses in Botswana. Accident and Emergency Nursing, 14(3), 148-154.

Harris, S.A. And Nicolai, L.A. (2010). Occupational exposures in emergency medical service providers and knowledge of and compliance with universal precautions. American Journal of Infection Control, 38(2), 86-94.

Theory vs. Creativity in Design
Leaders have a task of moving the organization forward in a fashion that is supported by all stakeholders. After allocating resources to bolster organizational success, leaders must primarily assess and accept the risks related innovation. Innovation includes accepting new management theories to replace the outdated philosophies widely incorporated into an organization's procedures and policies over time (American Evaluation Association, 2004). This study aims to identify, discuss, and recommend strategies to create tension between existing management theories and management's ability to create new business paradigms. The study will also identify and discuss stakeholder attitudes towards innovation, ethics, and inclusion as primary drivers of a successful organization. While focusing on innovation and ethics, the study will suggest ways in which organizational leadership can prepare a company for the future and current environmental changes.

How leaders integrate innovative principles while adhering to industry and market mandates

Integrity and honesty: Organizations must…...

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References

American Evaluation Association. (2004). American evaluators association guiding principles for evaluators. American Evaluation Association. Retrieved from  http://www.eval.org/p/cm/ld/fid=51 

Bogan, C.E., & English, M.J. (2010). Benchmarking for best practices: Winning through innovative adaptation. New York [u.a.: McGraw-Hill.

Burton, R.M. (2008). Designing organizations: 21st century approaches. New York: Springer.

DiMaggio, P. (2011). The twenty-first-century firm: Changing economic organization in international perspective. Princeton, NJ [u.a.: Princeton Univ. Press.

Psychological safety refers to the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. It is an essential component of a healthy work environment where individuals feel free to express their thoughts and opinions without fear of negative consequences (Edmondson, 1999).

In the context of organizational change, psychological safety plays a critical role in facilitating successful transitions. When employees feel psychologically safe, they are more likely to engage in open communication, share innovative ideas, and actively participate in the change process (Schein, 1996). This sense of safety fosters trust and collaboration within....