doc’s changing world avon adams manager, communications
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DOC’s Changing World Avon Adams Manager, Communications. Types of Organisational Change. Developmental Transitional Transformational. Change Programme Success Rates. 75-90% of change projects fail to deliver Only 40% or projects time, budget or quality goals - PowerPoint PPT PresentationTRANSCRIPT
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DOC’s Changing World
Avon Adams Manager, Communications
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Types of Organisational Change
• Developmental
• Transitional
• Transformational
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Change Programme Success Rates
• 75-90% of change projects fail to deliver
• Only 40% or projects time, budget or quality goals
• Underestimation of complexity a factor in 35% of project failure
• Biggest barriers are ‘people factors’
Communications is key to people factors
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Awareness : to know change is necessary but not What or How
Understanding : possible resistance to change
Buy-In : to understand and buy into the new vision; to accept and contribute to change => positive attitude
Time
Enga
gemen
t
Engagement : to actively participate and contribute to change and to incite others to engage in change
Unaware
The appropriation of change: a gradual process
Communication: a Lever of Change
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Anxiety
Can I cope ?
Anger or Elation
At Last something’s going
to change!
FearWhat impact will this have?How will it affect me? Threat
This is bigger than I thought!
Guilt
Gradual Acceptance
I can see myself in the future
Moving Forward
This can work and be good
Hostility
I’ll make this work if it kills me!!
Denial
Change? What Change?
Disillusionment
I’m off!! … this isn’t for me!
Depression
Who am I?Can I do this?
Reacting to Change
Time
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Leading Through Change
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Change Communications Gap Analysis
Current Desired outcome Gaps
Know What knowledge do people currently have
What knowledge to you want them to have
What are the gaps in thinking
Think/feel
How do people currently feel?
How do you want people to feel
What are gaps in attitudes
Do What behaviour do people currently display
What behaviours do you want people to display
What do people need to stop/start /do differently
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Managing the Transition – Engage Minds and Hearts
• Explain the need for change
• Create a clear and compelling story
• Understand those impacted/involved
• Plan to engage
• Drive engagement
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8.5 million ha of Public Conservation Land
30% of NZ’s land area
14 National Parks including 9 Great Walks
34 marine reserves – 1.28 million ha
6 marine mammal sanctuaries – 2.4 million ha
2,800 threatened species
970 huts
330 campgrounds
24 visitor centres
14,000 km of track
2,200 km of road
4,000 concessionaires
32,000 volunteer days per year
Conservation at a Glance
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Vision
New Zealand is the Greatest Living Space
on Earth
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Reasons for Change
• All New Zealanders have a stake in our natural environment. We can’t afford to take it for granted.
• Species decline is just the canary in the coal mine – an indicator of a threatened ecosystem.
• The job is too important to be left to DOC alone.
• By working with others we can achieve more.
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DOC Change Approach• Reinforce the need for change – Vision
• Current state is not an option.
• Visibly led by DG
• Involve staff in the change process
• Collaborative environment
• Rationale for change to external audiences – internal/external interdependencies
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Key Barriers to Change• Lack of Vision
• A history of poor implementation
• Change fatigue
• Lack of Middle Management support
• Lack of Understanding or Belief
• An environment of low risk-taking
• No consequence-management
• Lack of Clear Communications
• Poor management of resistance
• Lack of Time
• Poor Follow Through
• Not ‘walking the talk’
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üChange is Ongoing
• Explain why change is necessary
• Create a clear and compelling story line
• Understand those impacted/involved
• Plan to engage - ongoing
• Drive engagement to bed in the changes
• Takes years
üü
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Thank You