change management for playworkers

the University of choice

Change Management For Playworkers

David StonehouseSenior LecturerTel: 01695 657003E-mail: [email protected]


Leaders in Change. “It is the leader who is the innovator, who is

proactive and a motivator. They have a vision of how things could be and the drive and commitment to bring that vision to fulfilment” (Stonehouse, 2011:10)

“managers cope with the complexities and results of change while leaders inspire and initiate change” (Smith and Langston,1999:6)


Change Theories / Tools

■ Planned Change■ Emergent

Approach■ Kurt Lewin■ Rosabeth Moss

Kanter■ Resistance to

Change

■ The Change Equation

■ Comfort Zone■ PDSA Cycle■ Process mapping■ Seven Steps For

Improvement


Change is the constant & stability the exception.

“A round man cannot be expected to fit into a square hole right away.

He must have time to modify his shape.” Mark Twain


“Change is not the same as transition. Change is situational: the new site, the new structure, the new

team, the new role , the new procedure. Transition is the

psychological process people go through to come to terms with the

new situation. Remember that change is external and transition is

internal.”

William Bridges


Ten Commandments For Executing Change

(Kanter et al, 1992)1. Analyse the organisation & its need for change2. Create a shared vision & a common direction3. Separate from the past4. Create a sense of urgency5. Support a strong leader role6. Line up political sponsorship7. Craft an implementation plan8. Develop enabling structures9. Communicate, involve people & be honest10. Reinforce & institutionalise change.


Planned Change

■ Cyclical process involving diagnosis, action & evaluation, and further action & evaluation

■ Triggered by the need to respond to new challenges or opportunities presented by the external environment, or in anticipation of the need to cope with potential future problems.

■ An intentional attempt to improve


The Emergent Approach

■ Change is seen as a continuous process■ Stresses the developing & unpredictable nature

of change■ Environment is increasingly dynamic & uncertain■ Change as a period of organisational transition

characterised by disruption, confusion & unforeseen events that emerge over long time-frames.

■ No universal rules with regard to leading change


‘Unfreezing, Moving & Refreezing.’ – Kurt Lewin

Unfreezing

•The nature of the change needed

•The methods planned to achieve the change.

•The needs of those affected

•The ways that progress will be planned & Monitored.

Moving

•Defining problems

•Identifying solutions

•Implementing solutions

Refreezing

•Stabilising the situation

•Building & rebuilding relationships

•Consolidating the systems


Forcefield Analysis – Lewin (1947)

Driving forces Restraining forces

for change for equilibrium

STATUS

QUO

For effective organisational change to take place the status quo has to change:• Identify forces for and against• Identify key forces – list actions for reducing restraining forces

and maximising driving forces


Key reasons for resisting change

Don’t care

Don’t see the problem

See the problem but not the solution

See the problem but don’t agree with

the solution

See problem and solution but resist as do not feel

involved in finding the solution

See problem and solution but resist as feel threatened

by the solution

Level of emotional/politicalinvolvement

Level of understanding

COMFORT ZONE

PANIC ZONE

DISCOMFORT ZONE

Comfort Zone – people stay here, don’t change, don’t learn

Discomfort Zone – people uncertain, most likely to change, most likely to learn

Panic Zone – people freeze, will not change, will not learn


Individual Resistance To Change

■ Having a poor appreciation of the need to change or considering the need to change to be secondary to other issues.

■ Having a poor understanding of the proposed solutions or consider the solution to be inappropriate

■ Disagreeing how the change should be implemented


Individual Resistance To Change

■ Embarrassment about admitting that what they are doing could be improved

■ Lacking trust in a person or organisation.■ Anticipating a lack of resources.


Organisational Resistance To Change

■ Culture

■ Maintaining Stability

■ Investment in resources

■ Past contracts or agreements

■ Threats to power or influence.


Rosabeth Moss Kanter Interesting Solutions to Resistance to Change

■ Wait ■ Wear them down■ Appeal to a higher

authority■ Invite them in■ Send emissaries■ Display support

■ Reduce the stakes■ Warn them off■ Remember that only

afterwards does an innovation look like the right thing to have done all along


SWOT Analysis (Mullins, 2010)

Strengths Weaknesses

Opportunities Threats

■ Analyse the problem

■ Identify priorities for action

■ Consider internal and external factors

■ Consider the consequences of actions

The Change Equation

Dissatis-faction

Vision CapacityFirstSteps

ResistanceX X X >

•Dissatisfaction: with the present situation

•Vision: an understanding of what the change(s) would look like

•Capacity: Sufficient resources to make the change happen

•First Steps: an appreciation of how the change is to be implemented


Process MappingWhat is a process?“A series of connected steps or actions which

achieve an outcome.”It has:■ Start and end point. (this is the scope)■ A purpose or aim.■ Rules governing the standard or quality of inputs

throughout the process.■ Can be simple & short, or complex & long.

Think about all the different steps you do from getting up out of bed to going out the

door to work.WAKE UP DRINK EXIT FOR

COLLEGEWALK DOG

PREPARE LUNCH

CLEAN TEETH

EAT GET DRESSED

GET KIDS DRESSED

WATCH T.V.

WASH/ SHOWER

GET KIDS UP

GET KIDS FOOD

TALK TO PARTNER

LISTEN TO RADIO

TOILET

A Process Map of this could look something like this

WAKE UP TOILETWASH/

SHOWER

GET DRESSEDGET KIDS UP

GET KIDS DRESSED

GET KIDS

FOOD

CLEAN TEETH

EAT DRINK

PREPARE LUNCHEXIT HOUSE


How to Process Map?

■ Get representatives of all involved people and children who are involved.

■ Need support.

■ Plan 2 events

- 1st Process mapping

- 2nd Action planning

■ Use Post-it notes in different colours and flip charts.

What are we trying toaccomplish?

Model for improvement

project aims

PDSA CYCLE


How will we know that achange is an improvement?


project aims

global

measurements

PDSA CYCLE


How will we know that achange is an improvement?What changes can we make

that will result in the improvements that we seek ?


project aims

global

measurements

change principles

PDSA CYCLE





Plan

project aims

global

measurements

change principles

PDSA CYCLE





Plan

Do

project aims

global

measurements

change principles

PDSA CYCLE





Plan

Study Do

project aims

global

measurements

change principles

PDSA CYCLE





Act Plan

Study Do

project aims

global

measurements

change principles

PDSA CYCLE

Seven Steps For Improvement

Step 1.

Define the aim for the project:- the group of children / young people.- your targets.

Step 2.

Consider how you are going to know if a change is an improvement:

-what measures are you going to use

-how are you going to report progress to interested parties


Step 3.

Involve everyone in mapping / analysing the process:- to really understand the problems for all parties- to start to measure & create the baselines for your improvements.

Step 4.

Investigate all the changes that are likely to make an improvement in line with the aims set:

- talk to other playwork settings, organisations.


Step 5.

Test out the change ideas to see if they actually do make improvements:- consider the knock on effects that making one change will have to that process & other parts of the system or different systems.

Step 6.

Implement the changes that you have identified that will make improvements.



Step 7.

Review changes to ensure improvement

&

Celebrate success


References

Kanter, R.M; Kanter, R.M; Stein and Jick (1992) The Challenge of Organizational Change. New York: Free Press.

Mullins, L.J. (2010) Management and Organisational Behaviour. Ninth Edition. London:Financial Times Prentice Hall.

Smith, A. & Langston, A. (1999) Managing Staff in Early Years Settings. London: Routledge.

Stonehouse, D. (2011) ‘Are You A Manager Or Leader Of Playwork? Part Two.’ IP-DiP: For Professionals In Play. Weekly. 21st January (32) pp. 7-11.

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