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Posted: 27th January 2017

‘Change is inevitable’
margaret burnside
Margaret Burnside discussed managing change, alongside Richard Artingstall at VPMA/SPVS Congress.
Congress session focuses on managing resistance

That change is inevitable was one of the big messages given by Margaret Burnside and Richard Artingstall when they presented their lecture on ‘managing change’ at the VPMA/SPVS Congress today.

Up to 70 per cent of change programs fail, (Kotter 1995) and this is very often due simply to behaviour, not the actual practical process of the change. The challenge of change is about taking people with you and understanding why they behave the way they do when change is suggested. As Richard pointed out, veterinary surgeons with their analytical minds are good at problem orientated change and evidence based change - but not so good when it comes to imposed change where emotions become more involved.

Owners and managers need to sell change so that rather than it being sudden and unexpected it can be brought about in an anticipated way as a gradual change in working conditions. It is important to talk about change and have a positive attitude towards promoting it.

Most people when confronted with change will ask “What's in it for me?”. And it takes time for them to move from not wanting change, to weighing up the advantages and disadvantages, and then being ready for what is about to happen. We need to be better at explaining endings to our veterinary teams so that they have a positive image of the new situation they will find themselves in.

Resistance to change comes from fear of loss. This may be loss of status, authority, influence or simpler things like working times or place of work. Resistance is about a person’s individual perspective of the change and the psychological contract they have with their practice. Managers should also be aware of the three levels of resistance -1) “I don't get it”, i.e. I don't understand what is going to happen, 2) “I don't like it” - this is an emotional response, and 3) “I don't like you or the organisation” - this is really about a lack of trust.

To deal with these three levels and overcome resistance, the manager needs to explain why the change is needed so that people fully understand; try to remove the fear and reinforce what is in it for each individual; and finally, try to rebuild poor relationships so that resistance is minimised.

It is not until we fully appreciate the psychological and behavioural aspects of imposing change that we can as managers begin to manage that change successfully.



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