Developed by NHS South East Coast in conjunction with the Department of Health Change Management Training

Developed by NHS South East Coast in conjunction with the Department of Health

Change Management Training


LEARNING OBJECTIVES

• Understand more about Change

Management

• Be able to debate methodology

• “change management is the effective management of a business change such that executive leaders, managers and front line employees work in concert to successfully implement the needed process, technology or organisational changes”

• “Organisational change management provides the knowledge and skills to implement a methodology and tools for managing change throughout an organisation”.


WHAT IS CHANGE MANAGEMENT?

• 82% of survey respondents identified change management as a priority for their company.

• 99% expect an increase need for management over the next three years But over a third has neither implemented a change management function nor plans to do so within the next three years. • Almost half the companies surveyed (48%) have already established a change management function somewhere in their organization, and over a quarter of the rest expect to launch one within three years.

Source: The Conference Board - 2005


WHY IS IT IMPORTANT…?

CRITERIA MOST COMMONLY FACTORED SELECTING CHANGE OF STRATEGY

• Market demand (68%)

• Availability of budget (52%)

• Changes in leadership (41%)

• Employee satisfaction and turnover (37%)



COMMON CHANGE INITIATIVES

Who do we have to involve - and how?

.

.e?

Change in business process (89%)

Organisational structure changes

(76%)

Behaviour – new leaders (68%)

• Critical factors in effecting change are:

- Planning - Communicating

- Active Participation

• Key competencies for implementing change are:

- Effective communications - Building Trust - Achieving collaboration

• Implementation techniques

- Communications - Employee Participation

- Linking implementation to individual performance objectives and compensation


FACTORS AND COMPETENCIES

• Top challenges for affecting change are:

- People issues - Organisational resistance

- Communication weaknesses

• Top metrics for measuring change:

- surveys - scorecards

• The main areas contributing to achieving CM:

- Alignment - Competency of leadership - Competency of organisation

- Competitive pressure


CHALLENGES, METRICS AND ACHIEVEMENT

• Academics cannot agree on a single definition

• Origins in so many different disciplines: - Psychology, sociology, business studies, social science

• Boundaries have varied with studies

• Various degrees of rigour of the research

• Concept and tools vary considerably


WHAT IS CHANGE MANAGEMENT? – THE THEORY


WHAT ARE THE BENEFITS

• Managing expectations increase support for the change

• Defined targets ensure effort is focused

• Better decision making at key points, because of improved communication and knowledge

• Hopefully reduce anxiety and stress


THREE MAIN DEFINITIONS

• Planned and Emergent Change

• Episodic and Continuous Change

• Developmental, transitional and transformational


PLANNED AND EMERGENT CHANGE

• Planned change

- Deliberate and conscious

• Emergent change

- Activity or outcome unplanned, spontaneous- Internal through managerial actions- External, politics, economic, competitor activity

• Plan as much as you like – all organisational level change is not fixed or linear in nature and contains some emergent element


EPISODIC AND CONTINUOUS CHANGE

• Episodic

- Infrequent, discontinuous + intentional- Radical or second order-Replacement of a strategy or programme

• Continuous

- Ongoing, evolving + cumulative- First order or incremental- Quality and project programmes

Source: Weick and Quinn


DEVELOPMENTAL, TRANSITIONAL & TRANSFORMATIONAL – AKERMAN

• Developmental

- Can be planned or emergent- First order or incremental- Enhances or corrects existing aspects of an organisation

• Transitional

- Episodic, planned, second order or radical- Origins in Lewin

• Unfreezing the existing organisation• Moving to a new state• Refreezing in new state

•Transformational

- Radical or second order- Shift in structure, processes, culture + strategy- Then operates in developmental state


SYSTEMS THINKING

• Cummings and Dawson said:- Change is chaotic- Shifting goals and surprising events - Unexpected combinations

• Origins in 1920s in Biology and Engineering- We can break things down and know their outcome I.e. by studying their constituent parts and these properties

• A system is a set of elements connected together which form a whole and therefore have the properties of the whole – can have activity within the system that affects the different elements – Checkland- Systems are closed or open- Closed are autonomous or independent of surroundings- Open affected by their environment and exchange matter with them

• We tend to use system thinking within the NHS


CHANGE MODELS & FRAMEWORKS

• There are many – don’t use them all

• Need to choose which are deemed best for the particular organisation and culture

• Can help to allay fears for people

• Can help to explain behaviours


KOTTER – 8 STEP CHANGE PROCESS

• John Kotter, Professor at Harvard Business School. Identified Eight Steps to Successful Change:

1. Create Urgency2. Form a Powerful Coalition3. Create a Vision for Change4. Communicate the Vision5. Remove Obstacles6. Create Short-term Wins7. Build on the Change8. Anchor the Changes in Corporate Culture


BUSINESS PROCESS REENGINEERING (BPR)

• Business Process Reengineering - Hammer and Champy , is defined as:

“the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed”.

• The main concepts:

- Organisations organised around key processes rather than specialist functions. - Narrow specialists replaced by multi-skilled workers, working in self-managed teams. - Lose incremental techniques e.g.TQM, BPR involves total disassociation from current practices and radical rethinking. - The direction for the requisite radical rethinking comes unequivocally from top management.


BPR – FIVE STEP PROCESS


HERZBERG’S MOTIVATION & HYGIENE FACTORS

• Basic needs (hygiene needs) not met, cause to be dissatisfied. Meeting these needs does not satisfy, however it prevents dissatisfaction.

• ‘Hygiene’ deliberately medical. Analogy of the need to do something that is necessary, but which contributes towards making the patient well (it only stops them getting sick). Also called maintenance needs.

• There is a separate set of needs which, when resolved, do make us satisfied. These are motivators.

• Also called Herzberg’s two-factor theory.

• Herzberg asked people about the times when they had felt good about their work. He discovered that the key determinants of job satisfaction were achievement, recognition, work itself, responsibility and advancement.

• He also found that key dissatisfiers were company policy and administration. Supervision, Salary, Interpersonal relationships and working conditions.


HERZBERG’S MOTIVATION & HYGIENE FACTORS

• Most obvious to him were separate groups with separate evaluation, and not a part of the same continuum. Thus if organisation resolved the dissatisfiers, they would not create satisfaction.

• I need to be paid on time each month so I can pay my bills. If I am not paid on time, I get really unhappy. But when I get paid on time I hardly notice.

• On the other hand, when my boss gives me a pat on the back I feel good. I don’t expect this every day and don’t especially miss not having the praise all of the time.

• Differentiate between hygiene needs and motivator needs.

• Ensure you address motivator needs when getting someone to do something. Attacking hygiene needs may be effective when trying to stop them doing something.


MASLOW’S HIERARCHY OF NEEDS

•Psychologist

•1908-1970

•Theory developed in 1940s/50s, still regarded as relevant today

•Thesis from studying monkeys translated into human motivation

•Originally 5 stages, an additional three stages were later added


MOTIVATIONAL NEEDS THEORY

• David McCelland (1917 – 1998) - American Psychologist

• Asserts human motivation has three dominant needs: - Need for achievement - Need for power - Need for affiliation

• The need varies from individual to individual

• Culture plays a part

• Co-developed a Thematic apperception test to determine what needs motivate an individual and therefore which job roles they are suited to.


JOHARI WINDOW MODEL

• Understand self awareness in individuals and groups• Developed by US psychologists• Joseph Luft & Harry Ingram in the 1950s.• Johari has 4 quadrants or areas:

1. What is known by person himself and is also known by others – open area2. What is unknown by person, but known by others – blind area3. What the person knows about himself but which others do not know – hidden area 4. What is unknown by the person and also unknown by others – unknown area

1

open/free area

2

blind area

3

hidden area

4

unknown area


EMOTIONAL INTELLIGENCE

• Intrapersonal- Inner intelligence:

- Self Awareness- Emotional Management- Self Motivation

• Interpersonal- Outer intelligence:

- Relationship Management- Emotional Coaching


CONTENT, CONTEXT & PROCESS

• Developed by Pettigrew and Whipp:- What or content of change- How or process-Organisational Context - internal or external

• Environmental

• HR resources

• Strategic and operational change

• Leading change

• Overall coherence:- Quality and coherence of policy- People leading- Managerial clinical relations co-operative inter-organisational networks- Clarity of goals- Change agenda- Supportive culture- Environmental pressure


SOFT SYSTEMS METHODOLOGY – CHECKLAND & SCHOLES


PROCESS MODELLING

• Process flow or Process Map

• Influence Diagram


KUBLER ROSS CHANGE CURVE

www.provience.co.uk/.../tools_change_curve.html

http://www.provience.co.uk/.../tools_change_curve.html


THE BALANCED SCORECARD


MCKINSEY 7S – PETERS AND WATERMAN


PASTELI

•Political

•Economic

•Social

•Technological

•Ecological

•Legislative

•Industry


THEORY OF CONSTRAINTS

• The Theory of Constraints (TOC) is an overall philosophy

developed by Dr. Eliyahu M. Goldratt, usually applied to running and improving an organization.

- "What to change?" - "How to cause the change?"

• Win-win conflict resolution • Effective communication • Team building skills • Delegation • Empowerment

• Increase Throughput • Reduce Inventory

• Reduce Operating Expense


SWOT


TOTAL QUALITY MANAGEMENT

PLAN: Design or revise business process components to improve results

DO: Implement the plan and measure its performance

CHECK: Assess the measurements and report the results to decision makers

ACT: Decide on changes needed to improve the process


TOTAL QUALITY MANAGEMENT

• Focus on processes

• Identify and measure customer requirements

• Analyse variability

• Use cross functional teams to solve problems

• Management by fact

• Learning and continuous improvement

• Use of quality tools e.g. cause and effect, brainstorming, Pareto


FORCE FIELD ANALYSIS

http://www.change-management-coach.com/force-field-analysis.html


METHODS OF ANALYSIS

• Quality circles

• Self managed teams

• Organisational development

• Action research

• Project management


SUMMARY

• Change needs to be understood to be managed

• Change cannot be managed in its entirety

• There are tools and methods available – they help but are not the whole picture

• Resistance to change is a strong inhibitor

• Work with the easiest parts of change first

• Be positive about change

• Change is within all out capabilities

• Look for benefits of change

Documents

Developed by NHS South East Coast in conjunction with the Department of Health Change Management Training