Building Resilience and Managing Change Tuesday 12 July 2011  CAIA

1. Building Resilience and Managing ChangeTuesday 12 July 2011 CAIA SHIRLEY BRIGGS Transition Programme

2. Workshop Objectives • Gain knowledge of process of transition and own response to it. • Identify ways in which you can support yourselves and others through change • Gain knowledge and understanding on developing resilience • Breaking bad news • Managing stress Transition Programme

3. Agenda • 10:00 - 10:20 Introductions and objectives • 10:20 – 11:00 Personal / Individual Budgets • How individual budgets work • Examples of Voluntary Sector involvement • 11:00 – 12: 15 Workshop1 What opportunities are there for my organisation? • 11:00 – 12:00 Group work • 12:00 – 12:15 Feedback • 12:15 – 12:45 Lunch and networking • 12:45 - 13:45 Workshop 2 What do you need to do? • 12:45 – 13:30 Group work • 13:30 – 13:45 Feedback • 13:45 – 14:00 Next steps and closedown Anxiety and denial Happiness Fear Threat Guilt and disillusionment Depression and hostility Gradual acceptance Moving forward Transition Programme

4. John M. Fisher’s Change Model • Anxiety and denial • Happiness • Fear • Threat • Guilt and disillusionment • Depression and hostility • Gradual acceptance • Moving forward Transition Programme

5. Working with People Through Change • Some people not able to move forward and get stuck in stages of denial and hostility • May be better to focus on those who move quickly through the curve • Timing very important when managing change. Transition Programme

6. Transition Exercise • Work in pairs – discuss over 10 – 15 mins Can you recognise where your staff might be? Transition Programme

7. Transition Exercise • Work in pairs – discuss over 10 – 15 mins Can you recognise where your staff might be? Transition Programme

8. John Kotter’s Change Model • Establish sense of urgency • Form a guiding team to provide change leadership • Create a change vision • Communicate the vision • Empower others • Plan and create short term wins • Don’t let up • Make change stick Transition Programme

9. Exercise • An exercise on how to bring about change • Facilitated discussion Transition Programme

10. What is resilience? Transition Programme

11. Resilience as a term in psychology and biology is: “Positive capacity of people to cope with stress and catastrophe. It also includes the ability to bounce back to normal after a disruption” Transition Programme

12. Survival • It is not the strongest that survive • It is not the most intelligent that survive • It is those that are most adaptable to change Transition Programme

13. Why is a resilient organisation important? • Recognises external environment is changing • Doesn’t crumble under pressure • Internal mechanisms can be geared up quickly • Staff are trusting and supportive (generally) • Survives without too much damage • May be able to morph into something better • Jobs and services are preserved Transition Programme

14. Resilience- what are the protective factors? • Leadership • Scanning environment • Adaptive capability • Culture and Values aligned • Change ready • Performance Intelligent • Well being on agenda at all times Transition Programme

15. Effect on Individuals and Personal Resilience • Recognise that in these times neither organisations nor individuals are in or feel in control • Mergers, redundancies, cuts always destabilising even in the best run organisations – can’t remove all external sources of stress. • Can try to offset stress • Individuals encouraged to do personal stress reducing activities Transition Programme

16. Resilience Questionnaire Transition Programme

17. 10 steps to help you be more resilient Improve decision-making Ask for help Deal with conflict Learn Be yourself • Visualise success • Boost your self-esteem • Take control • Become more optimistic • Manage stress Transition Programme

18. How to deliver bad news • The shock of redundancy • Morale • Motivation • Productivity • Survivor syndrome Transition Programme

19. Stages of transition • Initial shock • Minimising/denial • Loss of confidence • Confusion/depression • Crisis • Recovery • Renewed confidence Transition Programme

20. What if I am in a change period myself? • May be wise to reduce your own commitments especially if you are in a crisis phase Transition Programme

21. Giving bad news Transition Programme

22. How to give bad news- common errors • Being cold and abrupt • Being woolly or vague • Using complicated language • Using position of authority Transition Programme

23. Develop honest clear two-way communication • Give all staff a full explanation of the situation and explain the redundancy policies and practices • Explain the necessity for change • Give appraisal of future employment prospects and details of changes in working arrangements • Handle redundancies in responsible and fair way • Be seen to do all possible to minimise redundancies and support those who lose their jobs Transition Programme

24. Develop honest clear two-way communication continued… • Show forward looking positive attitude for future and show survivors value of their role in that future • Have individual discussions with remaining key workers to reassure them of their importance and prospects • Ensure managers have or develop, the necessary personal skills and attitude to operate effectively during periods of traumatic change Transition Programme

25. Using the 3 Point Approach • Before • During • After Transition Programme

26. Before • Prepare • Consider location • Privacy • Be well informed about process/able to answer questions • What support is on offer, contacts etc • Provide everything in writing Transition Programme

27. During • Be observant • Pay attention • Speak slowly and clearly • Avoid jargon • Prepare opening statement after greeting • Don’t delay but don’t rush either • Be prepared for questions you will find hard to deal with • Be respectful • Information not catastrophe Transition Programme

28. After • Don’t end meeting abruptly • Ask again for questions • Offer any addition information • Summarise • Ensure if needed time out or somewhere to sit • Forum for follow up Transition Programme

29. Conclusion • Be prepared for backlash • Don’t take it personally • Respond by listening rather than talking • Explore their perceptions before trying to define your version of reality • Deliver the message Transition Programme

30. Managing Stress Transition Programme

31. Too much to do. Too little time. My boss never listens to me. All she does is shout at me and tell me that I should be thankful to have a job at all! Transition Programme

32. Tackling Work Related Stress Transition Programme

33. Where is everybody?

34. What is expected of the employer? • Employers and managers are not expected to be mind readers • Employees have a responsibility to tell someone if there is a problem with work-related stress • However, both employees and employers have a responsibility to act if they see others at risk Transition Programme

35. Benefits of tackling work related stress • Improved staff morale • Improved staff retention • Improved productivity • Reduction in sickness absence • Fewer errors and accidents • Avoidance of costly and time-consuming legal claims Transition Programme

36. Legal Requirements • Health and Safety at Work, etc. Act 1974 • Management of Health and Safety at Work Regulations 1999 • Health and Safety (Consultation with Employees) Regulations 1996 • Safety Representatives and Safety Committees Regulations 1977 • Working Time Regulations 1998 Transition Programme

37. Problem? What problem? Spotting there is a problem through: • Supervision and day-to-day contact • Monitoring staff absences and return to work interviews Transition Programme

38. Signs of Stress Common signs that an individual is experiencing stress include: • the individual becomes withdrawn • the standard of the individual’s work suffers • the individual calls in sick more frequently • the individual’s timekeeping alters — they may start coming in very early or working very long hours • the individual becomes short-tempered, irritable or cynical Transition Programme

39. Behaviours associated with Stress Include: • Eating on the run, or in a disorganised manner • Rushing, hurrying, being available to everyone • Smoking or drinking excessively • Doing several jobs at once • Missing breaks, taking work home • Having no time for exercise and relaxation Transition Programme

40. Problem? What problem? Spotting there is a problem through: • Supervision • Monitoring staff absences and return to work interviews • Good communication with staff • Staff surveys • Risk assessments Transition Programme

41. Risk assessment for Stress Stress must be treated like any other health hazard. The HSE provides guidance on risk assessment and identifies five key steps: • Identify the hazard. • Identify those at risk. • Evaluate the risk. • Record any findings. • Monitor and review the system. Transition Programme

42. Six areas of risk The HSE Management Standards identifies the different areas of risk: • demands • control • support • role • change • relationships Transition Programme

43. Case law examples Barber v Somerset County Council Transition Programme

44. Case law examples • Hone v Six Continents Retail Ltd • Daw v Intel Corporation Ltd • Garrod v North Devon NHS Primary Care Trust • Green v DB Group Services Transition Programme

45. So what can employers and managers do? Transition Programme

46. So what can we do? • Ensure the issue is not ‘taboo’ • Management behaviours • Review • Workloads, targets and deadlines • Working patterns and hours • Employee’s jobs and how they are done • Whether communication is effective • Whether training is sufficient Transition Programme

47. So what can we do? • Health and safety policies put into practice, up-to-date risk assessments, consultation and monitoring • Bullying and harassment procedures • Work-life balance policies • Employee Assistance Programmes and occupational health Transition Programme

48. Practical ways to support staff well-being • Promote healthy living • Clear and regular communication • Team working and sharing • Reasonable adjustments Transition Programme

49. Case Study With the benefit of hindsight, what sort of things should the Board and Chief Executive have considered to avoid these problems? Discuss in groups Transition Programme

50. Where to find more information? • PEACe www.lvsc.org.uk/workinghours • Acas www.acas.org.uk/index.aspx?articleid=1283 • Health and Safety Executive www.hse.gov.uk/stress • The Shaw Trust www.tacklementalhealth.org.uk • Business Mentality www.businesmentality.org.uk Transition Programme