Managing Organisational Change Getting started: preparing your journey to implement transformational change

Download Managing Organisational Change Getting started: preparing your journey to implement transformational change

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<ul><li><p>Managing Organisational ChangeGetting started: preparing your journey to implement transformational change</p></li><li><p>Introduction to change</p></li><li><p> Introduction to change Why change? What ifImagine life without change. It would be static...boring...dull. </p></li><li><p>Change is hard because people overestimate the value of what they haveand underestimate the value of what they may gain by giving that up.</p><p>James Belasco and Ralph StayerFlight of the Buffalo</p><p>Introduction to change Reactions to change</p></li><li><p>How did we get here?Change management process</p></li><li><p>How did we get there? The change management processWhy do we need a change management process?</p><p>Need clear ownership and direction to achieve the desired vision.A management framework that focuses on the impact of the business and its required objectives.Formal process for identifying, managing, realising and measuring benefits.Co-ordination and control of the complex range of activities.Holistic view to identify and resolve risks, manage and control costs.</p></li><li><p>How did we get there? The change management processThe change management process</p></li><li><p>How did we get there? The change management processCreating the conditions for successHaving a shared understanding of what efficiency meansThinking creatively and acting innovativelyBeing open to a range of skills and techniquesRecognising the wicked nature of the problemResponding to local needs and prioritiesGetting people engagedBeing proactive and starting earlySeven key principles for leaders to approach the challenges of a new environment.Source: CIPFA Leading in Hard Times</p></li><li><p>Key lessons to avoid</p></li><li><p>What to avoid: lessons learnedLessons learned</p><p>Reactive, not reflecting on challenges.Lack of leadership and Senior Management ownership.Lack of effective engagement with stakeholders.Underestimating delivery of capability.</p></li><li><p>Supporting tools &amp; reference material</p></li><li><p>Supporting tools &amp; reference materialSupporting toolsThe Organisational Readiness Assurance GuideAssurance model to implement IT enabled change.http://www.connectingforhealth.nhs.uk/systemsandservices/icd/assessment/orag/oragmarch11.pdf</p><p>Roadmap for Transformational ChangeFramework which enables change leaders and change agents of health and social care organisations to design, plan and deliver integrated change www.isip.nhs.uk</p><p>The Chartered Institute of Public Finance and Accountancy (CIPFA) Leading in Hard TimesGuidance for everyone involved in the leadership of public services. www.cipfa.org.uk/pt/cipfasolace/download/after_the_downturn.pdf</p><p>Portfolio, Programme and Project Management Resource Centre http://www.connectingforhealth.nhs.uk/systemsandservices/icd/informspec/p3m/resourceChange and Benefits Resourceshttp://nww.connectingforhealth.nhs.uk/thebiz</p><p>The presentation is focused on the application of common sense and good management practice through a systematic approach.*Introduction:Change is a large subject area but it is not easily accessible as it cuts across by disciplines eg) sociology, psychology, social policy, business and many others*Key milestones in Health we have achieved through the ability to deliver change and develop capability. *Peoples perceptions to change:</p><p>20% are enthusiastic want to be involved from initial concept50% are pragmatists and like to wait and see (happy to be involved but like to watch and learn)30% are sceptics and traditionalists (want to make sure it works and like to see the evidence before getting involved)*As you have notice the changes within Health care is a revolution of the information age. It requires the People, Processes and Technological changes to improve the way we do things.</p><p> What processes might need to make change What technology will help us make that change How might peoples roles change as a result of the new technology How are the patients and staff likely to feel What needs to happen to support them</p><p>**The Change Management Process</p><p>Creating pressure for change Stakeholder Management commitment is the driving force</p><p>Understanding your strategic goals. Have a clear shared vision does it give business value to our clients.</p><p>Planning how to get thereWhy do we need to change.Use of tools (6-box model weisbord) Purpose business Structure divide up work Rewards all tasks need incentives HM adequate co-ordinating technology Relationships how do we manage conflict</p><p>Implement the changeHow an we make it happen.Communication have we got everyone involved and on board who may have a positive and negative impact. Communication is a key part of implementation it motivates stakeholders, gives justification and ensures the implementation stays on track. Confirm the benefitsWhat did we try and accomplish.How will we know that the change is an improvement.What change can we make that will result in improvement.</p><p>Golden rule is never start at step 3 without considering step 1 and 2. Expect setbacks and prepare for them have a good communication strategy</p><p>*Creating the conditions for success 7 key principlesCreate right conditions and setting the right tone</p><p>Being proactiveNot waiting for near perfect informationPlan short medium long term strategyEarly planning is not necessarily early implementationOptions understanding the changes in more detailReview options and early planning once new information received</p><p>2. Getting people engagedCommunicate effectively and regularlyLet stakeholders express views, ideas and contribute to deliberationsLearn from others</p><p>3. Responding to local needs and prioritiesKnowing where your starting fromStrengths and weaknesses of servicesUsers and customers expectations</p><p>4. Recognising the wicked nature of the problemOpen dialogue with stakeholders and willing to confront difficult issuesRecognise decision-making is complex and challenging views can be listened too but not all can be acceded to.</p><p>5. Being open to a range of skills and techniquesNo single approach will be right for every challengeUse a blend of methods that work bestKeep abreast of new techniques</p><p>6. Thinking creatively and acting innovativelydoing more for lessRadical ways of doing thingsCreative solutions may lie in partner organisationsCreative thinking to overcome always do it like thisCulture encourage new ideas and approachesAppropriate skills and competencies to test options</p><p>7. Having a shared understanding of what efficiency meansBuild trust and understanding with stakeholders. Develop a clear language for words such as waste, customers, efficiency, value for money. Avoid unhelpful simplification. </p><p>*Set the context**Set the context**</p></li></ul>