Change management

1. Change management

2. Housekeeping mobile phones break times toilets emergencies

3. Workshop overview At this workshop the following will be addressed: reasons why business organisations must participate in effective change procedures common barriers to workplace change methods of overcoming resistance to change different change procedures and cycles leadership attributes that support effective change methods of encouraging others to accept and commit to change strategies that enable monitoring and evaluation of change the importance of innovation in the workplace

4. Workshop expectations What do you know about the topic? What do you need to know? What outcomes do you expect from this workshop?

5. Topic 1 Change – creating new opportunities?

6. The role of change • ‘…change is necessary in life - to keep us moving... to keep us growing... to keep us interested... Imagine life without change. It would be static... boring... dull.’ • (Dr. Dennis O'Grady)

7. Activity

8. Types of change • Transformational – rapid, large scale, disruptive • Incremental – small steps, continuous

9. Activity

10. Topic 2 Initiating change

11. Analyse the potential • While it is important to welcome change that leads to progress, it is equally important to fight change that retards growth and development. • Change should promote progress and/ or improvement.

12. SWOT Analysis • Subjective assessment of data, formatted into logical order. • Aids understanding, discussion and decision-making . • In effect, a list of pro's and con's.

13. Activity

14. Change opportunities: a problem solving process Revisit steps as required • Identify opportunities/problems • Gather data about the opportunities or problems • Generate ideas, alternative solutions • Select a preferred course of action • Implement the change/improvement/innovation • Monitor and evaluate the improvement

15. Activity

16. E. Deming's PDCA Cycle Incremental change - continuous • Identify and evaluate: • customer expectations • quality requirements • current processes and • outputs • improvement needs • plans andproblem solutions improvements • monitoring and checking processes • Make successful solutions part of • normal operating procedures. • Address expected improvements that were not achieved. • Identify further opportunities for • improvement. Trial change/s. Test and monitor results. Implement process/es. Monitor and evaluate. Check actual outcomes. Map against intended or expectedoutcomes. Identify areas for further improvement/adjustment. Measure quality improvements. PLAN D0 ACT CHECK

17. Planning • Planning is: • a fundamental property of intelligent behaviour • the psychological process of thinking about the activities required to achieve desired goals

18. Activity

19. Topic 3 Change and innovation

20. Innovation • ‘An innovative workplace culture is one in which individual creativity, calculated risk taking, lateral thinking and inventiveness are valued and supported.’ • (Anon)

21. Applications • Innovations might relate to: • technology • technical applications • operations processes • human resource management • management systems • product type/ style/ quality • service type/ style/ quality • resource use and management

22. Innovation traps • Do not fall into the trap of thinking that novelty is innovation.

23. Activity

24. Obstructions • A workplace culture which focuses on hierarchies, procedures, documented methods of working and punishment oriented controls, will act as a barrier to innovation.

25. Activity

26. Topic 4 Change leadership

27. Leading change • ‘The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet.’ • (Theodore M. Hesburgh)

28. Key personnel • Key personnel will play very specific roles when developing change ideas and implementing changes/ improvements. • There should be a person or • group of personnel to act as: • change agents • ideas champions • sponsors • orchestrator/s

29. Forecasting Chaos Change Likely events Organisational impact Costs/ benefits Accurate decision making Uncertainty Turbulence Environmental conditions Internal - External

30. Risk • ‘The only person who never makes mistakes is the person who never does anything.’ • (Denis Waitley)

31. Activity

32. Resisting change • People resist change when: • the reason for the change is unclear • they are not consulted • communication has been insufficient • the benefits and rewards are insufficient • Change can threaten established patterns, power, relationships, habits, status and comfort.

33. Activity

34. Contribution/ consultation • To encourage employee contribution: • communicate effectively • provide information • build effective relationships • make sure that employees’ ideas and suggestions are respected, acknowledged and rewarded

35. Topic 5 Monitoring and evaluation

36. Monitoring procedures • Monitor and evaluate to determine: • the impact • resistance • acceptance • success • the need for adjustments or alterations to plans

37. Celebration • Celebration of success reinforces the change / improvement and motivates continuing improvements.

38. Activity

39. Summary • Before leaving today please share: • 1 thing you learned • 1 new practice you will undertake at work • 1 activity you enjoyed • Thankyou for your attendance and participation.

40. Two thoughts • ‘To improve is to change; to be perfect is to change often.’ • (Winston Churchill) • ‘To change and to change for the better are two different things.’ • (German proverb)