Developing People to Change Organisations

Business improvement – Getting the best from your people

Sam Patterson

Developing People to Change Organisations

Today

• Current Situation

• Making Improvements Stick

• Embedding an Improvement Culture

Developing People to Change Organisations

Current Situation?

Developing People to Change Organisations

Why?

• People don’t like change!• Change vs. Transition (William Bridges, 1991)

– Change – Physical: new situation or process – Transition – psychological process of adapting to

that change

Trying swapping your wristwatch to the other hand.

The “Change” is successful when it is on the other wrist and you can tell the time.

BUT… how does it feel? This is the “Transition”

Developing People to Change Organisations

Managing Transitions

1.LossesRecognise Individual losses

Kudos

Security

Routine

Relationships

Physical location

Autonomy

2.Neutral ZoneEnergy taken up with “coping”

Revise targets

Communicate

Listen

Watch

Support

Creative – old rules don’t apply

3.BeginningsDetermined at an Individual level

4 P’sPurpose

Picture

Plan

Part

Developing People to Change Organisations

Taking the Leap – Embedding an Improvement Culture

• Ops Managers / Supervisors / Team leaders operating at the right level

• Significant reduction in complaints and grievances to senior managers (3-4 a week down to 0)

• Improved working relationships between departments• Tangible improvements in quality and on-time delivery• Supervisors conducting site tours and audit visits• Ongoing improvements based on employee ideas and

actions

Developing People to Change Organisations

A.C.E Model

Responding to customer needs? Flexible skill base?

Identify problems? Believe in success?

Share ideas & concerns?Develop improvements further?

• Adaptable

• Confident

• Engaged

Developing People to Change Organisations

Thinking about the future….

Or

A.C.E

Developing People to Change Organisations

Thank you for your time.