Applying change theories on the implementation of an ambulance despatch system

Applying budge theories on the performance of an ambulance ship body1. INTRODUCTION budge is inevitable and to enhance the efficiency of the processs that a company offers, transfer is precise obligatory. The world is changing everyday. This is attributed to the advancement in technology, globalisation in addition to many separate factors. There is an inducement for wholly business and economic administration to mixed bag in point to benefit from the advancement in cultivation technology. This is unmatched of the factors that motivated the metropolitan Ambulance Service (MAS) in Melbourne to implement a state of the art demandment despatch and communicating trunk in 1994. In the late 1980s, the MAS accredited criticism based on poor ambulance resolution meters(Darren,2004).In an average day, MAS ambulances attends to more than(prenominal) than 600 medical emergencies and ar in like manner involved in transporting around four hundred patients(Darren, 2004). T herefore, the decision to reform preceding(prenominal) placement as a publication of delays is tolerateable and necessary to provide a timely, appropriate, and professional response to all beseechs for emergency assistance (Darren, 2004). However, the underlying decision to implement this system and the strategies employ to implement this study system affected the efficiency to deliver desired services. The late CEO, privy Farmer, intended to potpourri the way the MAS operated through the economic consumption of computer technology in two aras counseling of emergency calls and way of finances (Darren, 2004). This decision in conjunction with politics and another(prenominal) strategies were the accelerator for the failure to implement stir in the MAS. This paper is set to learn the show window study written by Prof Darren Dalcher in 2004 (Emergency Implementing an Ambulance lading System).The case study highlights the story of the hassleatic executing of a com puterised despatch system for the Metropolitan Ambulance Service (MAS) in Melbourne, Australia(Darren, 2004). The aim of this paper to consider how information system implementation approaches, granting immunity theories and compound theories such as Lewins Three Step multifariousness surmisal, Lippits phases of limiting Theory and the tender cognitive Theory can be applied to the case study to cause almost necessary potpourris. 2.LITERATURE REVIEWThe literature re examine is divided into 3 sections. The first section explains the four approaches purported for implementing I.T systems. The second section explains immunity theories. The third section explains counter channelise theories.2.1There atomic number 18 four approaches open for implementing an I.T information system. These approaches include 2.1.1 Plunge approachThe plump down approach subject matter implementing a system in an urgent fashion, by ending the previous system at a particular day and starting t he in the raw system the next day. This approach minimises transition cost and operation cost. However, the plunge approach is risky and could easily lead to system failure. (Efraim Linda, 2010, p 533)2.1.2 reduplicate approach The check approach core operating the old and the peeled system at the same time. Although the parallel approach is costly to operate, it is in effect(p) in the long run because major problems about the brisk system would seduce been identified and solved. If the rising system fails, the old system acts as a backup for achieving the corporate goal. (Efraim Linda, 2010, p 533)2.1.3 Pilot approachThe wing system fashion operating the sweet system in other geographical area or a specific branch of the take a shitment in study. Conducting the pilot study to examine the impact of vary depart avoid un jutn complications (Anderson,1985).2.1.4 The phased approachThe phased approach is applicable to both parallel and plunge approach. It tensenesses on implementing every module or version of the system as it is developed and tested. Efraim Linda, 2010, p 533).The cost of application varies with the methodology. (Efraim Linda, 2010, p 533)2.2 resistor theories2.2.1 The community orientated theoryThe people-oriented theory suggests that resistance to systems is created by factors inwrought to users as individuals or groups.( James, Waleed, and Gary (1999)). Gardner, Dukes and Discenza (1993) supports the nonion that certain characteristics (e.g., age, gender) as well as varying background, value and belief systems contribute to an individuals attitude towards technology.2.2.2 The system oriented theoryThe system-oriented theory posits that resistance is induced externally by factors indispensable in the name of the system or the technology being employ (James, Waleed, and Gary (1999).Such factors include user interface and other systems characteristics (e.g., realization of requirements, performance, reliability, and t he degree of centralization, dispersion, or decentralization)( James, Waleed, and Gary (1999).2.2.3 The Interaction oriented theoryThe interaction theory explains that systems acquire unalike political and social meaning in different settings and that different users observe the effects of the same system differently ( James, Waleed, and Gary ,1999). Resistance may, for example, manifest itself as a result of shifting power relationships (James, Waleed, and Gary ,1999).2.3The change theories2.3.1 Kurt Lewins planned changeThe Lewins planned change theory argues that planned change occurs by design where each and every change is planned. This is as opposed to spontaneous change or change by accident. The status quo is disrupted and results into some derangement of military postures. The two forces that are mostly present are the driving force and the restraining force. The driving force acts as a motivator in deed towards a positive direction or a goal that has been set. The restraining force opposes the movement towards a destined goal. When the opposing forces are overcome, a nonher symmetricalness position is reached (Bessie, 2003 p.167). The three phases that are identified include unfreezing the status quo, attaining a new state (moving) and refreezing to make the change permanent. The first steps are informing s gestateholders of the infallible change and agree on the importance of the change. accord to Miller (1982) one of the most difficult tasks is getting people to accept a change. Change is challenging and the stakeholders or users may feel as if they pass on lost control of everything but it is important to incite them. The individuals pass on then take time to implement the real change. This might take quite former(prenominal) but the process should be gradual. Freezing makes the process to stabilize and the process can now be implemented into the system.2.3.2 Lippits Phases of Change TheoryIn Lippits Phases of Change Theory, an ex tension of the Lewins Change Theory is done. cardinal steps are developed that focus more on the change federal agent than on the change itself. This involves exchange of information throughout the process. The change begins by a diagnosis of the problem and then checking the motivation that the change leave behind bring and the capacity of the change to make a variation from the up-to-date situation. The change agent should as well as be examined so as to decide if the necessary capacity that is required is available (Alicia, 2004 p.1). The strategies that lead be used to accomplish the change are chosen and each agent of change is assigned and alerted of the changes that are expected from his part. Experts and facilitators may be required at this stage and may be part of the change agents. The institution implementing the change should ensure that the change is maintained. This can be achieved by in force(p) communication, coordination and feedback on every activity that t akes place. When the change has been implemented and the employees nourish choose the new culture, the change agent can now withdraw from the process.2.3.3 friendly cognitive theoryAccording to the social cognitive theory, individuals can change their behaviours depending on the environmental factors that surround them, the personal factors of the individuals and the attributes of the behaviour itself. The individuals must debate that they ca-ca the capacity to perform the new behaviour and they must also see the importance of adopting the new behaviour. If the individuals see the consequences of the behaviour to be positive, they brook for be willing to adopt the new behaviour and vice versa. This means that social learning will take place where the individuals can dig the positive expectations to outdo the negative expectations (Alicia, 2004 p.1). If the individuals can visualize the positive benefits and see the importance of the change, they are likely to be motivated an d to have more morale to carry out the changes in the behaviour. Self-efficacy is the most important survey in this process and can be increased by adult clear instructions that will allow the change to be achieved, providing fit training that will enable the individuals to develop the skills required for the change to be achieved and trying to model the desired behaviour.3. Analysis of the Case Study The MAS was formal at the end of the nineteenth century. The aim was to offer emergency medical transport especially in transporting patients in critical conditions to hospitals as disruptive as possible. They offer first aid services to individuals that require the first aid services as they move them to places where they can be be to. They provide first aid education to the public for free and in addition, they provide special facilities that can be used by individuals who require these special transport services in order to get to the hospital. In the late 1980s, MAS experienc ed intense criticism with the press analysing major events where the companys response to calls was very poor. The private sector had also tried to become very active and had started actively competing with the MAS. The financial status of the MAS had also been very poor. The service was recording losses every year. The relationship that existed between MAS solicitude and the ambulance unions was not good. Many strikes, mistrust and tensions had always prevailed in the region and the media produced some articles on how the ambulance had been inadequate in dealing with some cases. In 1992, it was found that MAS was victimisation some systems that were not integrated in terms of technology. As a result, the new political relation which was elected was concerned with the way the service was apply the finances that the governance had allocated to it. A review that was formed in 1992 to encompass the issue concluded that the MAS should restructure its management and structure so th at it could focus on improved technological systems so that the dispatch of ambulances could be strengthened. A John farmer was elected as the CEO and he treasured to use computer technology in managing emergency calls and in the management of finances. X-consultants were given the contract for providing the emergency system and were offered about $A32 million by the Victoria State Government. In 1994, the media produced records of delays by the company and the deaths that occurred as a result of those delays (Darren, 2004 p.1). The implementation strategy was flawed from the start because stakeholder had different objectives. The means the government was more focussed on reducing cost than employing the make up agent for the project. The X-consultants agreed to an unrealistic timeframe in which to introduce the system (Darren, 2004). murder was scheduled to proceed in a Big Bang manner, with a switch over to the full system scheduled for 24 sublime 1995(Darren, 2004). The timef rame was obviously too short for the information system to be developed, tested and reviewed for further corrections. The fixed deadline imposed by the clients, without negotiation, became a major bashfulness on the project and proved to be a difficult burial vault for X-consultants (Darren, 2004). The CEO decided to use the plunge approach in implementing the new system in order to reduce cost. The methodology backfired and resulted into the failure of the new system. Other approaches such as parallel, pilot and phased approach should have been considered. Although these other approaches will not necessary minimise cost, the pace of the system implementation would have allowed for adjustment period to the new system (Zuboff, 1988). By may 1995, it became clear that X-consultants were unable to meet contract deadlines, while the media uncovered essay of frequent system shut downs. (Darren, 2004). MAS officers began complaining to X-consultants and a heated haggling developed b etween the two organisations. (Darren, 2004).The obvious truth was that the ambulance union would have liked their members to do the despatching, rather than non-paramedic X-consultants civilians. (Darren 2004).This means the importance of the change has not been properly communicated. Resistance had developed within the organisation because MAS was not consulted about the privation for change. The change was enacted by force instead by consultation from the stakeholders and users. The trade unions were ignored instead of been consulted to process change. The government and the CEO did not recognise the inability of sophisticated technology to overcome human and organisational issues(Darren, 2004). The government in conjunction with the CEO should have appropriate strategies to promote credenza of the information system. They should have Involve employees in development of new systems to encourage a feeling of self-will (Mumford, 1979). Open lines of communication between emplo yees and management should have been established (Land, 1992).The employees should be provided with information regarding system changes to preserve ownership (Jager, 1994). Morale-boosting activities should have been initiated, for example, company parties and newsletters, to promote community (Nord and Tucker, 1987). Standards could have been documented so new procedures are easy to learn and reference (Nord and Tucker, 1987). The CEO should have established in advance the demarcations of authority that will exist hobby changeover to clarify role definitions (Martinsons and Chong,1999). The CEO could have upgrade incline environment following change e.g. more space and design for comfort, to improve atmosphere (Swanson, 1988). Job titles could have been altered to reflect increased function to clarify job roles (Rivard, 1984). Show sympathy and be receptive to complaints following conversion to maintain user contact and trust ( Nord and Tucker,1987). Conduct preference session s to prepare for change (Rivard, 1984).Give job counselling to help users adjust (Holmes and Holmes, 1970). direct group therapy to help users adjust (Hussain and Hussain, 1984). Retrain employees to be effective users of the new system (Aggarwal, 1998) According to Lewins planned theory, the first process that ought to have been discussed was if the change to privatise and outsource the emergency despatch system was necessary. If it was found to be necessary, the process of convincing the MAS of the importance of the change would begin. This would have taken sometime but at the end of the day, the individuals would have been convinced and would have embraced the need for change. The next process would have been identifying the driving forces and the restraining forces. When all these are identified, the goals that are destined are identified (Bessie, 2003 p.168). This will help in identifying the methods that will be used in achieving the corporate goals. The government together with the MAS could have sat down and negotiated on the requirements that would result in efficient distribution of the emergency services. Different companies that would have supplied the requirements would have been identified and the best one chosen. The barriers towards achieving these goals would also have been evaluated and ways of overcoming them designed. In unfreezing the status quo, the management together with some government officials will think of the specific areas that need change and these areas will eventually be destabilized. This will call for some processes that will involve the planned changes. The time that will be taken to establish the change may also be noted so that people may work and dedicate their efforts towards achieving the greater goal (Bessie, 2003 p.313). Much resistance should be expected as usual since some individuals will view the change as being stressful and may seem to sustain focus. Reaching the equilibrium is not that easy and every member should be trammeld to make a change. This way, it will take less time to reach the destined goal. In dispatching the system, resistance is one of the expectations as individuals are not trained in working with computers and especially in the new software. The best training should be given to employees to ensure that they are positive(p) in working with the new system. Appropriate software also ought to be developed so that on that point is no confusion in the software. The Lippits Phases of Change Theory could also have been used to address the issues that existed in the case study. Before taking any action, the government ought to have taken sometime to sit down with the MAS and see if there was a way that the problem could have been solved by making some changes. The first necessary process could have been diagnosing the problem and knowing why there were delays in releasing the ambulances that led to the death of many people. If a change was deemed fit for the process such a s the proposed use of computers in call taking, the motivation and capacity for change could have been necessary forrader implementing it. whatsoever agents like facilitators and experts could have been identified to help in the process of change. decisiveness of the capacity of the change agent to attain the required change is also necessary when using the Lippits Phases of Change Theory (Alicia, 2004 p.1). The power, stamina and commitment to change are important and therefore, the company should be very keen in selecting the change agents. The strategies that were to be used to help accomplish the change could have been identified and the change agents assigned the roles that they should play in the process. Proper communication between the change agents and the members of the company is necessary as it will allow the members to get the details about the change.4. ConclusionThe Victoria government in conjunction should have applied better I.T information system implementation approaches and better strategies to implement espousal. Before proposing change, an analysis ought to have been done to determine if the change was necessary and if the capacity for change was available. Most of the processes failed because the companies together with the government never attempted to analyze the problem in hand before proposing the change. Again, after proposing the change, no analysis was done to see if the implementation of the change was possible and if so, whether the change would have any impact on the current process.ReferencesAlicia, K. (2004). Comparison of Change Theories. Retrieved on 19-Nov-09 from http//www.nationalforum.com/Electronic%20Journal%20Volumes/Kritsonis,%20Alicia%20Comparison%20of%20Change%20Theories.pdf Anderson E.F (1985). Managerial considerations in participative design of MIS/DSS, knowledge Management 9(4) pp. 201-207 . 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