Disability Federation of Ireland

1. Disability Federation of Ireland Managing Change 23rd May, 2012 Eddie Molloy, Ph.D. Facilitator

2. dfi Where are we now? ? Experience across all sectors 2012? Perfect Storm ? 2000 2007/08 2015 2020 • Global banking crisis, credit crunch • Ireland’s 5-Part Crisis • New Government, very active • Euro crisis • Slow/no growth Need to stop, reflect, adjust, re-focus – and act decisively

3. dfi Scale and Urgency

4. dfi Urgency: Where are you in the game? It is half-time – what is the score? - 2 - 1 0 0 + 1 + 2

5. dfi What changes when the change is discontinuous/radical? • Portfolio rationalisation • Strengthen management • Radical ops. implementation • Capex rigour • Financial engineering • Wind down in orderly way • Rationalisation of portfolio • Mergers, acquisitions • New business model, e.g. fee for service. • On-line vs. face-to-face service delivery • 20 – 30% reduction in costs • New internal structures • Significant innovation • Cultural change • New blood at Senior levels (especially in Public Service) • New Name/brand

6. dfi Putting Strategy in its Place • Strategic Analysis • Industry Analysis • Customer/marketplace • trends. • Environmental forecast • Competitor analysis • Assessment of Internal • strengths, weaknesses, • resources. • Political, economic, policy • envt. • Mindset • Time Frame • Structure • Locus of control • Who is invovled Strategy The central integrated, externally oriented concept of how we will achieve our objectives • Mission • Inspirational purpose • Values • Objectives • Vision • Specific Targets • Supporting Organisational Arrangements • Structure • Processes • Symbols • Rewards • People • Functional policies • and profiles • Culture • Competencies

7. dfi The Five Major Elements of Strategy • ARENAS • Where will we be active? • (and with how much emphasis?) • Which services? • Which client segments? • Which ‘value-creation’ stages? • ECONOMIC LOGIC • How will we be funded? • Fees for service. • Lower costs through scale • advantages? • Public, private, philanthropic? • VEHICLES • How will we get there? • Integral development? • Joint ventures? • Licensing/franchising? • Acquisitions? • STAGING • What will be our speed and sequence of moves? • Speed of evolution? • Sequence of initiatives? • How will we be different? Why us? • Image? • Customisation? • Price? • Culture? • Trust? A new paradigm may require change in all the above (Ref. Disability Policy)

8. dfi Large-scale Institutional Change:Technical and Cultural Challenges Organisation as an Iceberg • Policies • Structures • Core processes • Funding • Facilities • Measurements • Skills • HR systems • Etc. Technical Challenges Visible Invisible • Values • Belief • Attitudes • Identity • Prejudices • Mindset • Etc. ‘Cultural’ Challenges

9. dfi The Domain of Disability • Political promises, policies • Institutional structures, silos • Professional role demarcations • Systems and content of training • Balance in skill mix • Physical facilities • Funding of services • Career and Pay structures • Profile of services • What is measured, rewarded Discussible Design • Political will • Inherited, implicit, professional hierarchy of self-esteem vs. others , pecking order • Professional values • Politics of disability • Comfort with status quo • Motivation of providers • Sheer bloody-mindedness • Danger sensed in speaking out • Beliefs about best service models • Stigma and its effect on people • Language, meaning Taboo Dialogue Taboo

10. dfi The Change Story What • Vision • Destination Where to • Strategy • Structure • Funding • Culture • Staffing, skills • Facilities, ICT • Ownership • Work practices • Measurement • Service model • Processes • External Relations • Appeals to Ideals, Inspires • Appeals to Guilt and Fear How Change + - Who is impacted ‘Hard’ ‘Soft’ When – sequence Name responsible person Why / Drivers Compelling Case Burning platform Is budget allocated System of Accountability Dates of 1st, 2nd Review

11. dfi From strategic planning to strategic management Analysis/Enquiry/SWOTS Governance/accountability Identify “Issues” “Book of Options” Breakdown Strategic control Breakdown Decisions Execution Strategic Plan

12. dfi Comprehensive Architecture Reality Vision KPIs Targets Projects • Business • Portfolio • Performance • Positioning • Finance Business Vision - - - - - - - - - - - - • Organisation • Structure • Processes • Technology • Culture • Measurement Organisation Vision - - - - - - - - - - - - • Place to work • People • HR Policies Place to work Vision - - - - - - - - - - - - • Leadership/ Management • Competence • Disciplines Leadership/ Management Vision - - - - - - - - - - - - • External Relations • Govt. • Regulation • Community • Corp H.Q. External Relations Vision - - -

13. dfi Enthusiasts and Resistors To-day Future • Positives • - • - Track record • Strengths • Positives • - • - Vision E n t h u s i a s t s R e s I s t o r s • Negatives • - • - What we will lose • Effort/price to pay • Negatives • - • - Burning platform • Cannot demonise ‘resistors’ • Enthusiasts must face real reasons for ‘resisting’

14. dfi Counterimplementation Games 1. Raise Level of Abstraction: e.g. When you’re dealing with concrete, specific decisions, etc. someone “wisely” and “brilliantly” raises “the much bigger question” – “I mean that sounds fine but what about the broader context – I mean the changing geopolitical environment and the impact on how people view Banks ….. etc.”. Everyone stops in their tracks riveted by a great mind at work. 2. Lower Level of Abstraction: “It’s fine in theory but what would you do if … (and a very detailed exceptional case is cited) … how would your system work then?” 3. Seek more Information/more Reflection: I read in the paper today that the Government is hiring Consultants (again) to evaluate the business plans for the Dublin Airport Authority. e.g. “I like the idea but I think we need to do some research on it – call a meeting to discuss further …” This is the opposite to a bias for action. It goes for precision vs. momentum. 4. Fear of Hurting: “Let’s be careful here – you can’t just slash and burn – you’re talking about people here – people who have done a good job…. etc.” 5. Anti-Technique Bias: “Ah this is all consultant talk” or “Look we’re a Bank – we’re not selling T-shirts”. Dismissing a tool or concept developed in other sectors. For example dismissing the “soft stuff”. 6. Historical Perspective: There’s always one in the room. e.g. “It sounds terrific but I think we need to remember that this was tried in the late ‘60’s and it caused mayhem, etc.”

15. dfi 7. Theological, Philosophical points: “Yes but what do you means by customer, define profitable customer for me – there are targetsandtargets – what is a target? 8. Saluting the Idea with no Commitment: “I agree, etc.” – but with an air of impatience and a signal – “could you get on with it.” 9. Wise Owl: “We can never be too careful.” Little lectures given. 10. Flippancy: Inappropriate humour to break the tension when a serious issue is being tackled. Over the top exaggeration. Clowning. 11. Bullying: Can happen at all levels. At meetings evident e.g. in a person raising their voice and indicating they’d be very angry if challenged. 12. Lie low, Rely on Inertia: ‘Cute Hoor’ – they’ve seen all this sort of stuff before. 13. Insider Knowledge: A bit like No. 2. “Well if you had to work at the coal face you’d know that the staff wouldn’t buy it.” “The Unions would never wear that – I mean you couldn’t – I deal with them all the time.” 14. Peacekeeping: “Let’s not fall out over it – no need to get upset – etc.” 15. “But we’re still good” e.g. “I think we’re being too hard on ourselves – over critical

16. dfi Group-think A fish does not recognise the water it swims in

17. dfi Groupthink: Definition and Symptoms Occurs where group makes faulty decisions because group pressures and group habits lead to deterioration of mental efficiency, reality testing and moral judgement – people from similar background 8 Symptoms • Illusion of vulnerability • collective rationalisation • Belief in inherent morality • Stereotyped views of others • Direct pressure on dissenters • Self-censorship by individuals • Illusion of unanimity • Self-appointed mind-guards

18. dfi Some recent examples of SMTs Trapped unawares • Information traps • Decision-making style • Unit of analysis and change • Taboos vs. honest conversation • Misreading dilemmas as problems • Pace to which we are accustomed • Discomfort with tackling shortcomings at most senior levels • Continuing an established narrative • Going after the last 5% (incremental vs. discontinuous May need to change the way we change Process awareness vital

19. dfi Dilemmas You can solve a problem – but only manage a dilemma Short term 10 10 Long term • Too much of a good thing is a bad thing • Taking a strongly ‘biased’ position is legitimate at certain times

20. dfi Unit of Analysis and Change Future competitiveness Plan 23 Separate Performance improvement Plans - - - 23 2 3 4 5 6 7 8 9 1 Continuing competitiveness Plan 1 Plan for Dublin Brewery C C P No. 2 1 Plan for all Breweries in Ireland C C P No. 3 1 Plan for all Breweries in Ireland and UK

21. dfi Thank you

22. dfi Slides just in case

23. dfi Plan or be planned for

24. dfi Four Stances vs. Changing Environment ‘it is naive to believe someone else will work it out correctly.’

25. dfi Open Systems Planning

26. dfi Induce ownership Self diagnosis, joint diagnosis. Allow choice over pace, sequence, etc. As many as possible actively involved. Create safety Secure small commitments. Create psychological and political safety. Agree change values/groundrules. Show roadmap. Phased, escalating ‘contracts’. ‘Project management disciplines’ Set concrete goals. Apply project and programme management tools. Make obstacles and ‘helps’ explicit – CSFS, CJFS. Social pressure Secure public commitment. Use peer pressure Use relevant exemplars, carriers Credible models. Watch your language. Use front-line staff. Positive reinforcement Praise. Quick wins. Material/symbolic rewards Momentum vs. precision Trade off momentum vs. precision. Bias for action Small steps. Political support Secure and maintain political support. Ensure executive, line management hooked in. Sell persuasively Upside if we do, downside if we don’t. Don’t oversell, overhype. Have evidence of progress before selling. Be honest about constraints Define ‘minimal critical specs’. Distinguish selling vs. dialogue engagement. Burning platform and vision Other Listen respectfully. Be aware of 4 phases of ‘consulting’. Means compatible with ends. Start as you wish to finish. Partnership approaches. Tactics for Intervening to bring about Change

27. dfi Added Value Role of Centre/H.Q. • Relations to next highest (if there is one) echelon (i.e. Board) • Key external relations, including corporate relations, investor relations (i.e. Minister, Secretary General, Media, etc. • Incubator/sponsor of innovation • Strategic management process, including strategic control and corporate strategy. Guide Business Unit decisions • High level management bench strength • Access to capital resources, and allocation decision rules • Measurement architecture • Technology focus and Tech/Professional ‘bias’ • Legal responsibility, regulatory management • Champion company values • High level business structure, re-structure • X-business synergies, links coherence • Leverage pooled negotiating power (in purchasing, selling, alliances) • Corporate brand, reputation • Provide functional leadership, e.g. Finance, HR, Quality • Shared services (where economies of scale – I.T., P.R, Marketing, etc.) • Business portfolio and strategy • Set stretching goals, raise sights, e.g. via benchmarking.

28. dfi Mergers/Joint Ventures + =

29. dfi What is a paradigm change?

30. dfi • . . . and the textbooks and professional training processes whereby the dominant paradigm is passed on to the next generation of Professionals/scientists, the system that prepares, licences and initiates new members - - - (Kuhn) • . . . an education system that is both rigorous and rigid and holds a firm grip on the mind because entry to the community involves passing an exam that demonstrates adherence to the paradigm. (Kuhn) • . . . and the funding streams (E.M.)

31. dfi It’s more than a change of service ‘model’It’s a Paradigm Shift From: The Structure of Scientific Revolutions 2ndEdition, 1970, Thomas. S. Kuhn A scientific paradigm is an inherited view shared by a professional community of: • The fundamental nature of the studied subject – human beings, specifically people with disability • The laws which govern the interaction of the elements of the subject – mind, body, self, family, social environment, etc. • What questions may legitimately be asked • What techniques, methods may be employed to find answers and solutions • What is acceptable as proof, evidence • The value system, beliefs, mindset of the community

32. dfi Implications of a New Paradigm • Specialists on whose area of competence and status it impinges will resist • Long established, esteemed organisations in jeopardy from new start-ups that adopt a new paradigm • Changes what is ‘the problem’ and what is acceptable as a ‘solution’ • Ultimately transforms the scientific, professional and policy imagination • Requires fundamental re-design of professional education • Fundamentally changes the economics of the domain • Fundamentally changes the power structure of the domain

33. dfi Paradigms are Tenacious • “Normal science (or professional practice) is based on the assumption that the scientific community knows what the world is like. Much of the success of that enterprise derives from the community’s willingness to defend that assumption, if necessary at considerable cost.” (Kuhn, p. 5) • Research within as established paradigm is “a strenuous and devoted attempt to force nature into the conceptual boxes supplied by professional education.” (Kuhn, p. 5) Paradigms are tenacious – difficult to change