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TOPIC CHANGE STRATEGIES

TOPIC CHANGE STRATEGIES. - change: disrupts professional & personal agendas & the psy -contract throughout the change zone. + change: Harnessing change to promote organizational progress & professional development . CHANGE STRATEGIES

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TOPIC CHANGE STRATEGIES

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  1. TOPIC CHANGESTRATEGIES

  2. - change: disrupts professional & personal agendas & the psy-contract throughout the change zone. + change: Harnessing change to promote organizational progress & professional development

  3. CHANGE STRATEGIES • Structural change: job descriptions; who’s in charge; org rules, regulations, policies • Employee participation: input to decisions & opportunities to make their own job decisions • Ice cube model: making small experimental changes in one area of the org as a pilot test for more extensive future change

  4. Internal change agents: influential people who informally champion change in their areas of the org • Sunset clause: employees agree to try out a change & vote several weeks or months later on whether or not to continue with it • Authentic communication: Building bridges of trust between “Movers” (power players) & “Shakers” (“rock-movers”)

  5. ORGDRAMA

  6. OD #1. Greenridge Hospital

  7. Greenridge admin. wants to convert to a four-day work week for its 3 main job levels: college educated; certified pro’s; trained techs

  8. Change Strategies in Motion

  9. CHANGE ACTION 1: 3 open-discussion forums were held to solicit employee feedback & feelings (change strategy #2: employee participation)

  10. To generate good attendance & participation, the forums were announced as “Guidance Feedback for the Administration” to learn from authentic communication > manipulative PR.

  11. ROUND 1 FEEDBACK:

  12. A recent national survey reported that 69% of employees in sampled 4-day WW orgs prefer it to 5-day. 48% of hospitals in the state worked 4-day weeks. A sizable majority of Greenridge physicians had no problem withshifting to a 4DWW.

  13. Many of the over-40-on-their-feet staff worried the about energy demands of 10-hour days Several mothers couldn’t get to work before 8:00 or stay after 5:00

  14. 73% of Greenridge employees liveed within 30 minutes of work. 14% of female employees had pre-schoolers; another 26% had children in school.

  15. Some feared more rotations due to the 4DWW would mean more work with disliked physicians (change strategy #6: authentic communication) Several mentioned that long days made them feel trapped. Several wondered if the change should be postponed until everyone endorsed it. become clear.

  16. ROUND 2 FEEDBACK:

  17. A comprehensive 360 Delphi technique generated feedback on the forum conclusions (change strategy #4: internal change agents) 3 core needs/requests emerged from Greenview “rank & file”:

  18. 1. Feedback was requested from hospitals already on 4-day weeks 2. Can special-need employees be accommodated? 3. What happens if all this doesn’t work out smoothly?

  19. 77% consented to a 3-month “sunset” trial (change strategy #5) experience of the… • Pediatric nurses volunteered to “melt ice cubes” (change strategy #3) for the 4-day week by keeping a log of the operational challenges/problems that occurred + their solution

  20. CHANGE ACTION 2: Greenridge admin offered on on as-needed basis to schedule 5-day special needs staff for weekends & 3 week days (change strategy #1: structural change)

  21. ROUND 3 FEEDBACK:

  22. During the 3-month pediatrics sunset period, employment applications increased 31%; turnover slid 28%. Pediatrics productivity (measured by proprietary health care software) increased 17%.

  23. CHANGE ACTION #3: The Greenridge board voted to give the 4DWW a 12-month “sunset clause” trial run beginning 4-months hence. After the one year trial period, employees would vote (55% majority needed) on whether or not to stay on the 4DWW permanently.

  24. After the sunset, staff voted to sustain the current system as is for another 12 months, at which time employees would vote whether to make it permanent.

  25. KEY PROFESSIONAL LESSONS: Participation & authentic communication = the foundation of + org change Trial runs calm anxieties & create fertile soil for + peer influence (internal chg agents) 360 authentic feedback facilitates reality orientation & builds positive morale

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