Further steps: How to make your initiative sustainable Discipline Change Programme –November 2012

Achievements so far Unexpected outcomes Obstacles overcome …. Seemingly intractable problems Resources Team Direction Taking Stock

Change pre-conditions – creating a ‘tipping point’ The law of the few The Stickiness Factor Excellence: perceived as best of breed Uniqueness: clear one-of-a-kind differentiation Aesthetics: perceived aesthetic appeal Association: generates positive associations Engagement: fosters emotional involvement Expressive value: visible sign of user values Functional value: addresses functional needs Nostalgic value: evokes sentimental linkages Personification: has character, personality Cost: perceived value for money distinctiveness The Power of Context

Sustaining and embedding innovations A Good Practice Guide Peter Chatterton 2010 Changing people and culture Embedding or aligning with strategies, systems, initiatives and services Creating tools and resources Creating appropriate organisational structure Becoming more business-like and entrepreneurial 4

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Changing people and culture Raise the aspirations of staff and students. Motivate staff and students to adopt innovations. Transfer expertise, knowledge and know-how to staff and students. 6

8 Getting Engaged

Who is it for? What needs developing? How – workshops, seminars, cascading, mentoring, coaching, shadowing, consultancy 9 Capacity Building

When? Why? Who? What ? How? Communications 10

What are the PESTEL drivers that will keep your initiative going? Political Economic Social/ Sociological Technological Environmental Legal Vision and Scenario Planning 11

Supporting wider institutional and faculty goals Wider stakeholder constituencies Institutional processes such as QA/QE processes; curriculum development and review Embedding or aligning with strategies, systems, initiatives and services 12

What lessons have been learned about Curriculum development processes? Staff development? Reward and recognition processes? Performance development? And…. ? Creating appropriate organisational structures 13

Remember Moore’s Chasm… Managing Resistance 15

Focus on impact – NOT output; NOT outcomes What benefits will your project bring? What value will your project add to student and staff experiences? Becoming more businesslike and entrepreneurial 16

What is going on at the moment? What works well and what does not? What is the most convincing diagnosis of the problem? What alternative solutions are there? What resources and support are available Where might the blocks be and how can they be ‘unblocked’ What time-scale and sub-tasks are involved? How will you manage the process of change? When will you know to stop? Consultancy questions 17

Steve Outram Going on from here... Guidelines for bringing about cultural change Always link to vision, mission and objectives Create a sense of urgency and continually reinforce the need for change The how is as important as the what Attend to stakeholder issues Build on the old, step into the new Generate enabling mechanisms Act as role models Create a community of flexible leaders Insist on collective ownership

Your own website Your own newsletter Meetings and more meetings Showcasing Consultancy Social networks 19 Keeping People up-to-date

Sustaining and embedding innovations A Good Practice Guide Peter Chatterton 2010 Changing people and culture Embedding or aligning with strategies, systems, initiatives and services Creating tools and resources Creating appropriate organisational structure Becoming more business-like and entrepreneurial 20

Thank You Reference Sustaining and embedding innovations A Good Practice Guide – Peter Chatterton 2010 See nnovation%20-%20from%20invention%20to%20systemic 21