1. Implementing Change: Engaging People and Changing Practice
Barbara Wren
C. Psychol.
Consultant Lead Psychologist in Occupational Health
Royal Free Hampstead NHS Trust Health and Work Centre, London, UK.

2. Your own Reactions To Change.
Was the change one you had made or had it been imposed on you?
How did you feel initially?
What was your reaction?
Were you surprised at your reaction?
Did your feelings and reactions stay constant or did they change over time?
Have you now accepted the change?
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

3. Common Reactions To Change (1)
People are less ready to accept change when it is done ‘to’ them and not ‘by’ them.
Most people adversely react to change unless they know why.
Different people can view the same change as negative or positive depending or their perspective.
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

4. Common Reactions To Change (2)
People’s emotional responses to change are remarkably similar irrespective of the nature of the change.
People tend to focus on the threat of change rather than the opportunity to them.
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

5. During Change People revert to previous behaviours
To make it happen you need to constantly work at it
People need coaching and development to change the way they do things
People are uncomfortable if they do not know why change is happening
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

6. Stages Of Emotional Transition
1. Denial
2. Resistance
4. Commitment
3. Exploration
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

7. The Change Process Prepare Review Plan Implement Why What Communicate
What went well
What went less well
What have we learned
Agree way ahead
Agree Action Plan
Success Criteria
Involve Team
Implement
Put plan in to action
Monitor & Measure
Communicate
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

8. The Preparation Stage Involves:
Defining what will success look like.
(Well Formed Outcomes).
Identifying who are the stakeholders.
(Need to be engaged in the change cycle)
Using analytical tools to gather more information. (e.g. Gap analysis / Force field analysis)
Being clear about the resourcing issues. (What support is available?)
Devising a workable solution to take the change forward to the planning stage.
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

9. A Model For Setting ‘Well-Formed Outcomes’
State in the positive. What do you want to achieve?
Be specific. When, where & with whom do you want this?
What evidence would you need to know you had achieved your outcome? What will you see, hear & feel when you achieve this outcome?
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

10. A Model For Setting ‘Well-Formed Outcomes’
What part will you play in the process? (Are you in charge of the changes you require?)
Will you lose anything if you achieve this outcome?
Is the outcome worth what it takes to get it?
What are the consequences in your life if the goal is achieved?
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

11. Stakeholder Analysis Who is needed to make the change happen?
Whose support is needed to enable it to proceed?
Who will be affected by the change?
How do you remove any resistance to change to engage them in the process?
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

12. Key People in Key Roles Individual or group who legitimises the change
SPONSOR
Individual or group who legitimises the change
CHANGE
AGENT
Individual or group who is responsible for
implementing the change
CHANGE ADVOCATE
Individual or group who wants to
achieve a change but does not possess legitimisation power
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

13. GAP ANALYSIS (1).
Ask “Where do we want to be?” (This vision has been clarified by your Well-Formed Outcome).
Ask “Where are we now?”
Measure the gap between the present & the ideal state. Quantify it tangibly
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

14. GAP ANALYSIS (2)
Map out the key changes needed to close the gap, working back from the ideal.
State these changes in clear words & figures as a focus for planning change.
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

15. FORCEFIELD ANALYSIS Desired State Restraining Forces Current State
Driving Forces
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

16. Four Factors That Influence Behaviour Change.
Systems – Forecast, Plan, Control & Report on the work.
Process - Are processes simple & logical?
Structure - People’s roles & responsibilities.
Training - Providing hard & soft skills.
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

17. Building a Change Action Plan
From your force-field analysis note down your driving forces and restraining forces.
Take the individual headings and break them down into activities required to either assist the drivers or inhibit the restrainers.
Explore each item in detail, (breaking it down again if appropriate) and identify the activities that have to be done between now and implementation of the change.
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

18. RESOURCE & SUPPORT MAPPING.
What support & resources will be required for the change to take place?
(Money, People, Skills, Time).
Identify where these resources and support will come from. Then highlight any gaps.
(Extra training? Getting people on board? Securing extra funding? Shifting priorities?)
3. Identify how (or if !!) these gaps can be addressed.
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

19. Commitment Curve Time Degree of support for the change Internalisation7
Degree of
“This is the way
we do things”
support
Commitment 6
for the
“I like to do it this way”
change
Acceptance
“The new rules” 5
Engagement 4
“This looks worth a try”
Understanding
Awareness 3
“I know the implications for me”
Contact 2
“I know what it is” 1
“I’m being told about something”
Time
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

20. IMPLEMENTATION. Pilot. Adjust. Refine. Improve.
Put the Change Action Plan into action
Communicate progress
Monitor the plan against the success criteria
Control and update the plan
Resilience is important.
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

21. A B
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

22. The Planning Phase Set a Change Action Plan with a timetable
Agree criteria to measure success
Assign roles to activities
Involve the team in creating the output
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008

23. Thank you and Goodbye! That’s it for today!
Barbara Wren , Implementing Change: Engaging People and Changing Practice, Dublin,April 2008