ABSTRACT

Resistance to change versus readiness to change is discussed. The concept of readiness is explored, what it means and how it can occur to make change more effective. The role of leaders in creating readiness for change is essential. Effective leaders can prepare their staff to be in a state of emotional and cognitive readiness even when the next change is not known and each time a major change is to be implemented. The AC-W Change Management Model is introduced, conceptualised as a ‘hub’ and ‘spokes’ model. The ‘hub’ being the emotional centre of the model and the ‘spokes’ the necessary conditions, anchors or key competencies for effective change management in healthcare. It has been designed with a trilateral purpose: assessing readiness for change; ensuring preparedness for change; and implementing the change. Change agents can begin change management by assessing emotional and cognitive readiness for change in their organisations, teams or departments. Tools to support the assessment of emotional and cognitive readiness are included. It is valuable to the organisation and the individual to undertake the assessment in retrospective, prospective and real time change. This will ensure the preparedness of people and resources for oncoming change.