Change Mgmt & Leadership Flashcards
ABPM CI Boards (37 cards)
Workflow
Movement of people, info, or objects, through space or time
Can occur intra-individual, inter-individual, or institutional level
Petri-nets
Electronic capture of workflow where it touches the IT system
Cannot detect interpersonal or actions that occur outside of electronic system
Contextual design
Aimed at software designers, to help them understand the human elements of a workflow. Interview of worker, create model, and then statement of work practice. Looks at motive, patterns within task, structure needed for task.
CSCW
Computer-supported cooperative work. Two main branches, Activity Theory and Coordination Theory
Activity theory
Part of CSCW. Defines means/ends, environment (context), internal cognitive activities, and tries to anticipate changes in activities with use of new technology
Coordination theory
Part of CSCW. Focus is on harmonizing the group’s activities and looking for dependencies. Coordination, decision-making, and communication are major considerations.
Cognitive Task Analysis
Activity Walkthrough - Done by ANALYST, verified by users. Think-aloud protocol - Done by USER, who talks through their cognitive process in presence of analyst.
UFuRT
User, Functional, Representational, and Task analysis. Distributed cognition model of workflow analysis
Data Collection for Workflow
Qualitative and Quantitative (system logs, detached observer). Qualitative is more ethnographic, inductive reasoning means conclusions are evolving as data is collected.
Usability Testing
Learnability, Efficiency, Memorability, Error detection/correction, Satisfaction
Spaghetti Diagram
Overlay of motion patterns onto a physical map. Walking = waste, great for waste detection.
CM: Assessing institution for change
Level of stress, available resources, commitment of leadership
PRECEDE-PROCEED
Method for pre-change diagnosis (Social, Environment, Administrative), and post-change assessment (Evaluate process, impact, and outcome)
Social Influence model
Social Influence: I change to match another based on how I see myself compared to them
Conformity: I become more like all my peers
Compliance: I CHOOSE to do what someone asked
Obedience: I believe i HAVE to do what other asked, due to their authority over me
Complex Adaptive Systems
Individuals are like organisms in an ecosystem. No single point of control, nonlinear dynamics, leads to somewhat chaotic self-organization. Incentives are key to behavior change.
Diffusion of Innovation
- Benefit
- Observability
- Compatibility with current culture and beliefs
- Simplicity
- Trialability
Innovators, Early Adopters, Early Maturity, Late Maturity, Laggards
Bridges’ Transition Theory
- Ending, loss
- Neutrality - chaos, confusion, trying to align to change
- New beginning - embrace of change
Lewin’s Change theory
Un-Freeze (Prepare for change), Change, Re-Freeze (stabilize and integrate the change)
Kotter on Resistance
- Parochial self-interest
- Misunderstanding and lack of trust
- Different assessments of perceived benefit
- Low tolerance for change
Kotter on overcoming Resistance
- Communication and Education
- Participation
- Facilitation and Support
- Co-optation
- Coercion
Implementation barriers
- Leadership
- Workflow
- Provider
- Training
- Data interface
- User interface
Leadership models (8)
- Great Man - Leaders are born
- Trait - People are born with leadership traits that can be cultivated
- Behavioral - Anyone can learn leadership behaviors
- Contingency - Leadership style should be contingent on leadership challenge that is present at the time
- Situational - Leaders can choose and flex their style based on the situation (similar to 4, but gives more agency to the leader to change)
- Participatory - Leader encourages participation and inclusion of others in decisions, goal to make better decisions together
- Transactional - Reward/punishment
- Transformational - Leader seeks to transform followers and make them more motivated and inspired
Self-determination theory
Motivation arises from Autonomy, Competence, and Relatedness to others. This motivates people to perform in ways that achieve those 3. Creates INTRINSIC motivation, as there are no external rewards on offer.
Herzberg’s theory
2 Factors - Motivators, which drive positive behaviors, and Hygiene, which are the demotivating corporate behaviors.. These must be balanced, very similar to self-determination in that the goal is to increase intrinsic motivation.
