Change management

Housekeeping › mobile phones › break times › toilets › emergencies © smallprint 2

Workshop overview At this workshop the following will be addressed: › reasons why business organisations must participate in effective change procedures › common barriers to workplace change › methods of overcoming resistance to change › different change procedures and cycles › leadership attributes that support effective change › methods of encouraging others to accept and commit to change › strategies that enable monitoring and evaluation of change › the importance of innovation in the workplace © smallprint 3

Workshop expectations What do you know about the topic? What do you need to know? What outcomes do you expect from this workshop? © smallprint 4

Topic 1 © smallprint 5 Change – creating new opportunities?

The role of change © smallprint 6 ‘…change is necessary in life - to keep us moving... to keep us growing... to keep us interested... Imagine life without change. It would be static... boring... dull.’ (Dr. Dennis O'Grady)

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Types of change © smallprint 8 Transformational – rapid, large scale, disruptive Incremental – small steps, continuous

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Topic 2 Initiating change © smallprint 10

Analyse the potential © smallprint 11 While it is important to welcome change that leads to progress, it is equally important to fight change that retards growth and development. Change should promote progress and/ or improvement.

SWOT Analysis Subjective assessment of data, formatted into logical order. Aids understanding, discussion and decision-making. In effect, a list of pro's and con's. © smallprint 12

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Change opportunities: a problem solving process Identify opportunities/problems Gather data about the opportunities or problems Generate ideas, alternative solutions Select a preferred course of action Implement the change/improvement/innovation Monitor and evaluate the improvement © smallprint 14 Revisit steps as required

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E. Deming's PDCA Cycle © smallprint 16 Identify and evaluate: customer expectations quality requirements current processes and outputs improvement needs plans and problem solutions improvements monitoring and checking processes Make successful solutions part of normal operating procedures. Address expected improvements that were not achieved. Identify further opportunities for improvement. Trial change/s. Test and monitor results. Implement process/es. Monitor and evaluate. Check actual outcomes. Map against intended or expected outcomes. Identify areas for further improvement/adjustment. Measure quality improvements. Incremental change - continuous PLAN D0 ACT CHECK

Planning © smallprint 17 Planning is: › a fundamental property of intelligent behaviour › the psychological process of thinking about the activities required to achieve desired goals

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Topic 3 © smallprint 19 Change and innovation

Innovation ‘An innovative workplace culture is one in which individual creativity, calculated risk taking, lateral thinking and inventiveness are valued and supported.’ (Anon) © smallprint 20

Applications Innovations might relate to: › technology › technical applications › operations processes › human resource management › management systems › product type/ style/ quality › service type/ style/ quality › resource use and management © smallprint 21

Innovation traps Do not fall into the trap of thinking that novelty is innovation. © smallprint 22

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Obstructions A workplace culture which focuses on hierarchies, procedures, documented methods of working and punishment oriented controls, will act as a barrier to innovation. © smallprint 24

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Topic 4 © smallprint 26 Change leadership

Leading change © smallprint 27 ‘The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet.’ (Theodore M. Hesburgh)

Key personnel © smallprint 28 Key personnel will play very specific roles when developing change ideas and implementing changes/ improvements. There should be a person or group of personnel to act as: › change agents › ideas champions › sponsors › orchestrator/s

Forecasting © smallprint 29 Change Uncertainty Likely events Organisational impact Costs/ benefits Accurate decision making Environmental conditions Internal - External Chaos Turbulence

Risk © smallprint 30 ‘The only person who never makes mistakes is the person who never does anything.’ (Denis Waitley )

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Resisting change People resist change when: › the reason for the change is unclear › they are not consulted › communication has been insufficient › the benefits and rewards are insufficient Change can threaten established patterns, power, relationships, habits, status and comfort. © smallprint 32

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Contribution/ consultation To encourage employee contribution: › communicate effectively › provide information › build effective relationships › make sure that employees’ ideas and suggestions are respected, acknowledged and rewarded © smallprint 34

Topic 5 © smallprint 35 Monitoring and evaluation

Monitoring procedures Monitor and evaluate to determine: › the impact › resistance › acceptance › success › the need for adjustments or alterations to plans © smallprint 36

Celebration Celebration of success reinforces the change / improvement and motivates continuing improvements. © smallprint 37

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Summary Before leaving today please share: › 1 thing you learned › 1 new practice you will undertake at work › 1 activity you enjoyed Thankyou for your attendance and participation. © smallprint 39

Two thoughts ‘To improve is to change; to be perfect is to change often.’ (Winston Churchill) ‘To change and to change for the better are two different things.’ (German proverb) © smallprint 40