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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)
Activity © smallprint 7
Types of change © smallprint 8 Transformational – rapid, large scale, disruptive Incremental – small steps, continuous
Activity © smallprint 9
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
Activity © smallprint 13
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
Activity © smallprint 15
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
Activity © smallprint 18
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
Activity © smallprint 23
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
Activity © smallprint 25
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 )
Activity © smallprint 31
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
Activity © smallprint 33
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
Activity © smallprint 38
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
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