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Managing Change

Managing Change. Ian Grigor. Aim of session. To be able to apply the theories, associated with change management, to practice situations. Objectives of session. To investigate what drives change To interpret how change happens

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Managing Change

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  1. Managing Change Ian Grigor

  2. Aim of session To be able to apply the theories, associated with change management, to practice situations

  3. Objectives of session • To investigate what drives change • To interpret how change happens • To understand the roles and attributes of a change agent/leader/manager

  4. What changes all the time yet always stays the same? The NHS • Changes its structure • Stays the same by maintaining its culture

  5. What drives change? • Internal measures e.g. staff recruitment and retention issues • External forces e.g. Government White Papers • PEST analysis

  6. Content, context and process model Links 5 important factors • Environmental assessment • Human resources as assets and liabilities • Linking strategic and operational change • Leading change • Overall coherence

  7. How do we know when to change? Reflection and use of a SWOT analysis

  8. A good leader/manager introduces change by:- • Structuring it on known, tried and tested models • Involving all staff, consulting and informing them • Demonstrating responsive leadership right from the “top” • Avoiding “change” jargon • Displaying flexibility to embrace unanticipated “things”

  9. How can we understand complexity, interdependence and fragmentation? • Why do we need to change? - SWOT • Who and what can/will change? • Force field analysis • TQM – working in teams, understanding work as a process, analysing information and data • BPR (corporate transformation) – key processes rather than specialist functions, multi-skilled workforce, multi-tasking • Self-managed teams

  10. The reality of change1 • Change is imposed • Tensions over ownership of change process • Priorities change • The original objective is lost

  11. The reality of change 2 • Cynicism and scepticism over “consultation” exercises • Lack of sensitivity to the “losers” • Managers tend to be employed on short-term contracts, relative to clinicians

  12. Attitudes to change • Venturesome innovators • Early adopters • Early majority (who need to consider before joining in) • Late majority (who may be sceptical but can be convinced by a strong argument) • Traditionalists or laggards

  13. Reasons for resisting change • Loss of control • Too much uncertainty • Surprise • Confusion • Loss of face • Increased workload • Change fatigue

  14. Further reading Kotter J and Schlesinger L (1979) Choosing strategies for change Harvard Business Review 57, 2, 106-114 Glaister K and Falshaw J (1999) Strategic planning: still going strong? Long Range Planning 32, 1, 107-116

  15. Objectives of session • To investigate what drives change • To interpret how change happens • To understand the roles and attributes of a change agent/leader/manager

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