Aftercare Intervention Model

Training is used to build knowledge and skills after employees have made the personal decision to support the change.

Understand the principles of change management in health and social care or children and young people’s settings. 01.1 01.2 01.3 01.4

Providing clarity about the change can improve the transition process. According to Mclean (2011), leaders

The Administration for Children’s Services otherwise known as ACS, is an organization that works to ensure the welfare of children and to service families by providing a variety of different services. As stated on the Administration for Children’s Services website, their mission is portrayed as the following “To protects and promotes the safety and well-being of New York City’s children, young people, families, and communities by providing excellent child welfare, juvenile justice, and early care and education services”. The Administration for Children’s Services has had a great impact in the lives of children,

In the healthcare field, there are forces that drive practice and develop change within an organization. There are both internal and external forces in which not one organization is immune to (Kotter, 1996). By establishing a vision of the company, a sense of purpose and direction is created, working towards change within the forces (Huyer, 2014). When people participate in a vision, they work towards a common goal and identify what needs to be changed in order to reach that vision. In this paper, a presentation of Banner Health will be discussed, along with its mission and stakeholders, driving forces, viability, as well as an analysis of forces, a response to change, a vision for change, and an evaluation of change.

step, relapse, but for the sake of this assignment, five will be used as per the text. During the pre-contemplation stage the client is not thinking about change; they are unaware or under-aware that there is a problem. At the contemplation stage the client is ambivalent about change, and not likely considering making a change within the next thirty days. The preparation stage is when the client has made some progress with change and attempting to change further. The action stage is when the client has been performing a new behavior from ninety days to six months. The maintenance stage in involves the client making a commitment to achieving the desired change, and typically takes place after six months and up to five years (University of Arizona C.A.T.S. Life Skills Program, 2016).

The last phase is called the Specific phase. In summary, the Specific phase includes a reduction of the number of companies in the market and innovation is focused on cost reduction and to improve

     The third and final phase is called the reorganization phase; the victim becomes “reorganized over time and

1. Diagnose the problem. 2. Assess the motivation and capacity for change. 3. Assess the resources and motivation of the change agent. This includes the change agent’s commitment to change, power, and stamina. 4. Choose progressive change objects. In this step, action plans are developed and strategies are established. 5. The role of the change agents should be selected and clearly understood by all parties so that expectations are clear. Examples of roles are: cheerleader, facilitator, and expert. 6. Maintain the change. Communication, feedback, and group coordination are essential elements in this step

The second step in the change theory is the transition stage. Once people are unfrozen, the problem now shifts to how to keep them going. This is now the actual change process a stage that is characterized by confusion as people try to change from the old to new ways. This stage is further characterized by fear because people tend to be unsure and is the hardest step in the whole process (Schein, 1995). During transition, new behaviors are developed, values and attitudes. It is achieved through development techniques and change in existing organizational structures. People undergoing this stage need to be given ample time to adapt to new ways. Of uttermost importance during this stage is support. Support is offered in terms of coaching and training as well as acceptance that mistakes will be part of the transition process (Smith, 2001).

Working with children takes a certain level of adaptability in itself, but, working with children in a company that has absolutely no structure is a framework for disaster. However, planning for a process or a process-driven change intervention and task alignment for many companies have yielded successful results. For example, Jon Meliones, the hospital's chief medical director, was intricate in the three year turnaround and transformation at Duke University Children's Hospital

This article introduces health care managers to the theories and philosophies of John Kotter and

Over 60 years have passed since Kurt Lewin introduced his Unfreezing-Changing-Refreezing Model. His model is often considered invalid due to the specific beginning, middle, and end of his model. Today, change is continuous and fluid which critics have argued is not recognized by Lewin’s model. However, the following paragraphs will examine how Lewin’s Model is still applicable in today’s change management world.

Now, it is time to pass along that enthusiasm to other members. The idea is for others to become motivated and excited about the possibilities of change as well. The authors were able to clearly express this by encouraging others to become involved in the changes that were going to impact everyone on

Lewin called the final stage of his change model freezing, but many refer to it as refreezing to symbolize the act of reinforcing, stabilizing and solidifying the new state after the change. The changes made to organizational processes, goals, structures, offerings or people are accepted and refrozen as the new norm or status quo.