Management of Change Gareth Holsgrove February 2014

1. Managementof ChangeGareth HolsgroveFebruary 2014

2. Management • A manager is a person responsible for running all or part of a business or organization • A manager must also be a leader

3. Management of change • Factors in successful change management include: • The nature of the changes to be made • The impact of the proposed changes on: • People involved • Other people • The organization

4. Management of change • Nature of the changes • Usually to improve efficiency/save money • Might involve reducing staff and/or increasing workload

5. Management of change • Nature of the changes • Can also be aimed at making work easier (eg reducing paperwork) • Or changing the management structure

6. Management of change • Impact of the changes • On the people involved: • More work to do/more responsibility • Less support • Less funding

7. Management of change • Impact of the changes • On the people involved: • Can be positive, negative or a combination of both Can also be seen as a threat and lead to antagonism and resistance

8. Management of change • Impact of the changes • On other people (eg patients, carers, taxpayers): • Might save time and money • Might cost more time and money

9. Management of change • Impact of the changes • On other people (eg patients, carers, taxpayers): • Can be positive, negative or a combination of both Again, might be criticised and resisted

10. Management of change • Impact of the changes • On the organization: • Might make it more effective • Might make it less effective

11. Management of change • Impact of the changes • On the organization: • Can be positive, negative or a combination of both

12. Management of change • In the present-day NHS change might be: • National • Regional (eg Trusts) • Local (service)

13. Management of change • So the reasons for and nature of changes canvaryconsiderably, eg: • National changes: • Usually political • Local managers have practically no input

14. Management of change • So the reasons for and nature of changes canvaryconsiderably, eg: • Regional changes: • Usually political/financial • Local managers might have some input

15. Management of change • So the reasons for and nature of changes canvaryconsiderably, eg: • Local changes: • Might be the consequences of national or regional changes • Local managers will have some input

16. Management of change • So the nature and impact of change canvaryconsiderably • The involvement of local managers in deciding on the changes canvaryconsiderably

17. Management of change • Therefore, local managers might be managing change thattheycontributed to, or thatwasimposedexternally

18. Management of change • Therefore, local managers might be managing change thattheycontributed to, or wasimposedexternally(and thattheymightdisagreewith!)

19. Management of change • It is easier to manage change thatyou have contributed to formulating

20. Management of change • So try to involve as manystakeholders as youcan in discussing and formulating change

21. Management of change • The interface between managers and the organization is important (Pettigrew, 1985; Tay and Heracleous, 2001; Holsgrove, 2011)

22. Management of change • So demanding change in an authoritarianmanner is unlikely to succeed in the long run – LEAD the team, don’tbullythem!

23. Management of change • Change maybringadvantages and disadvantages; threats and benefits

24. Management of change • So try to generateenthusiasm about the benefits, but recognise and respondappropriately to the threats

25. Management of change • Steps in the management of change: • Do yourresearch– find out what is required and why (in local change, thismight include consultation etc)

26. Management of change 2. Engage with the team: • don’t be secretive • don’t lie • don’tspringunpleasant surprises

27. Management of change 3. Emphasise the advantages and benefits – generateenthusiasm

28. Management of change 4. Listen to and respondappropriately to concerns

29. Management of change 5. Try to takeeverybodywithyou

30. Management of change 5. Try to takeeverybodywithyou (in reality, youwillprobably not be able to do this, but at first you must try)

31. Management of change Dealingwithindividualswho are opposed to or resist the changes

32. Management of change • Listen to theirconcerns and try to addressthem • Explain the reasons and nature of the changes and thatyouneedtheir support and co-operation

33. Management of change • Considergivingthem responsibility for some aspect(s) of the change • If theyagree to take responsibility SUPPORT THEM

34. Management of change If all elsefails, sidelinethem to preventthemfromjeopardising the wholeproject

35. Management of change If all elsefails, sidelinethem to preventthemfromjeopardising the wholeproject(NB – this is not whatsomeolder management books etcrecommend, but it saves time and effort and it works! {Holsgrove, 2011})

36. Management of change Summary

37. Management of change Summary • Change can be for national, regional or local reasons • Most changes have both benefits and threats

38. Management of change Summary • Threatscanlead to antagonism, resistance and possibly confrontation this must be dealtwithquickly and appropriately

39. Management of change Summary • Involve as manystakeholders as possible • LEAD the team, don’tbullythem!

40. Management of change Summary • Generateenthusiasm • Delegateappropriately(more on thisafter the break)