The manager, as well, may resist leading change.
Afraid of “rocking the boat,” fearful that no one will join our efforts, recalling that past efforts at change had failed, or even the reluctance to become involved may prevent the nurse from initiating change.
Making change is not easy, but it is a mandatory skill for managers. Successful change agents demonstrate certain characteristics that can be cultivated and mastered with practice. These characteristics include:
● The ability to combine ideas from unconnected sources ● The ability to energize others by keeping the interest level up and demonstrating a high
personal energy level ● Skill in human relations: well-developed interpersonal communication, group manage-
ment, and problem-solving skills ● Integrative thinking: the ability to retain a big picture focus while dealing with each part
of the system ● Sufficient flexibility to modify ideas when modifications will improve the change, but
enough persistence to resist nonproductive tampering with the planned change ● Confidence and the tendency not to be easily discouraged ● Realistic thinking ● Trustworthiness: a track record of integrity and success with other changes ● The ability to articulate a vision through insights and versatile thinking ● The ability to handle resistance
Energy is needed to change a system. Power is the main source of that energy. Informational power, expertise, and possibly positional power can be used to persuade others.