Factors That Drive Change

1.1 Analyse the factors that drive change

Change is to transform something. It is generally done for an improvement. It needs to be done for the right reason and to achieve an objective and it has to follow a process. It may be an individual is changing, an organization is changing or a society is changing. It is highly emotional and may cause upheavals and stress and resistance. Since we are dealing with children it is important that we prepare the children and the staff. Changes are resisted majority of times so they need to be planned and led with care and proper guidance. It is a step by step process.
However it can be helped and supported by leaders and can lead to success if people accept that change is required and is a must. Some changes are planned and some unplanned. For example if a setting does not have an outdoor play are we can plan to have it.
However if there are Ministry and legislation changes that require an
immediate change, these are unplanned. However, we have to adhere to them.
There are factors which drive the change. Good Planning by the manager helps to drive the change. Giving ownership to the right kind of people will help to bring about changes.
Complains can drive change and result in making alterations which will be beneficial to the setting and children.
Staff changes and leadership change in the setting drives changes
Legislations or changes by the the regulatory body like KHDA may be a reason.
The setting may be shifting because the number of children have increased or decreased which may call for changes Curriculum modification may call for changes.
Accidents and incidents like fire drive changes to be made in the infrastructure.
Analysis and result of complains and feedback forms from the parents may drive changes in the setting to ensure parental satisfaction.
Wilfred Kruger introduced the Change Management Iceberg and he explained the seen and unseen barriers to change in a setting.
Leaders notice the most obvious barriers such as cost, quality and time which he describes as only the tip of the iceberg. However he believes that the barriers underneath are more powerful and hidden that capabilities, values, attitudes and emotions. He believes that by considering these too the leader will be able to implement the change better, neglecting these will convert them into
barriers.
In my setting I want to do away with books for the early years. However, we follow the CBSE system which stipulates use of books. My job as a leader is to convince, guide and gradually try out the new system and prove the benefits of the change to my staff. Only if my staff are prepared to bring about the change will I be able to convince the management. So I started with guiding them, working with them and then defining the benefits so that my promoters are ready to drive the change with me. Having identified the promoters is the first step to bring about the change . Staff is very important factor to be considered when we are driving a change. Kruger (1996) in his Change Management Iceberg listed the people who effect barriers. There are different type of staff when we are driving a change.
Promoters are always enthusiastic, have a supportive approach and positive attitude and help to bring change. When I introduced the hands-on approach to learning there was a major shift in teaching learning, so procuring material to designing activities were done by two teachers who were the promoters of the entire project. They believed in the change and helped me to lead it and with their drive and positive approach assisted me to bring about the change
Potential Promoters. Can be converted into promoters but require effort as they are fence sitters, and are not fully on any side. They can be gradually converted by convincing.
In my experience the potential promoters can be easily converted to promoters by giving them importance, ownership and responsibility. When I took the responsibility of the change about activity-based learning, I approached the potential promoters and gave them the ownership to design the centers and mentioned their name in the staff meeting as important supporters of the project. This bought about an attitudinal change in the others.
• Opponents do not believe in the change. They negate it a, power, tactics and politics and management help is needed to change their perception.
Confrontation helped me to handle the opponents, they had to be pressured so that they would not hamper the team spirit
• Hidden Opponents; have the same features as opponents but they hide their feelings and attitudes towards the change. They may support the change outwardly but actually, are against it. They are the biggest challenge. Management of perceptions and beliefs, along with issue management can be used to change their outlook. Hidden opponents need to be ignored till the change is bought about and they have no choice but accept it. An aspect to this theory is the individuals involved in the change and how much they support or oppose it. Therefore the attitude of the staff according to Kruger is the foundation of change and is directly related to management of perception, beliefs, power and politics. If we cannot drive the change in our staff no change is possible. (Analysis et al., 2018)