donald ritchie, ncvo
TRANSCRIPT
Implementing Impact: managing change
Impact of Infrastructure 2012
Donald Ritchie, NCVO
Marilyn Keats, CommUNITY Barnet
About today’s workshop
Change and VIP
Things that we know about change
Case study: CommUNITY Barnet
Change and organisational culture
Questions as we go along …
Factors helping take up
Factors hindering take up
Organisation is actively looking for a tool to measure impact*
Organisation restructuring, shrinking, merging etc – so off agenda even if keen
Strong internal leadership and personal enthusiasm for the project, sense of urgency and capacity to be able to make it a priority *
New computer system, so off agenda until this sorted.
They feel it is the right tool for them – accessible, meaningful, can do everything they need*
Struggle with the online system – glitches, time needed to input paper dials, size of displays etc*
Find online system easy to use, and are computer literate*
Question whether funders really want it*
Have a task that the tool will do well, e.g. evaluation, or away days
Not many other people use it: will join when it is the “norm” *
Happy to be leaders in a new area*
Already measuring impact so interested if benchmarking nationally is available *
External incentive: e.g. The funder wants impact information
Learning from VIP in Year 3:Factors that encouraged or hindered usage
What does change feel like?
Working in pairs:
Think about workplace changes that you’ve experienced
Share with your partner what those changes felt like
Things we know about change
3 levels of organisational change
• Developmental change - improving current activities or ways of working, part of the evolution of the organisation
• Transitional change - replacing current activities or ways of working, eg new (or fewer) projects, programmes, systems … in other words strategic development
• Transformational change - changing people’s beliefs or their awareness of what is possible … often involving change to the organisational culture
The greater the level of change … the greater the amount of time, planning and work required to achieve it
2 ingredients of change managementSubstance • The case for change, with a vision for a better future• The changes that are needed, based upon good analysis• A clear plan for implementing the changes
Process• The people affected by change, and how to engage them• Gaining their input and dealing with their feelings • Winning them over … buy-in, ownership and commitment
These core ingredients are equally important, one without the other is unlikely to succeed
How people can respond to change
DENIAL The change won't affect me
RESISTANCE I really don't want to deal with this
EXPLORATION How might I cope with this?
COMMITMENT I see how I can make this work for me
XRef: E. Kubler-Ross, J. Fisher, etc
How organisations can respond to change
Freeze Unfreeze Refreeze
• Frozen state: before any change
• Unfrozen state: the process of transition and change
• Refrozen state: commitment - embedding the change
Ref: K. Lewin
Foundations of managing changeLeadership is key• Change is almost always a lead process
• It calls for consistent vision and direction that inspires people• Leaders embrace and champion change … to make it stick
Strategy and change – two sides of the same coin• All strategies involve change, the question is how much change
• Sometimes organisations do strategy but don’t appreciate that it involves change - sometimes they make change and don’t appreciate that strategy is the way to approach it
Over to Marilyn …
Culture: the key to change?
Organisational culture is about the way that we do things:
•It is defined by people’s shared meanings: values, beliefs, feelings and a particular view of the world
•Often these shared meanings aren’t written down or said clearly – they often differ from stated values
•Culture lives in the subconscious – it shapes how people think, their assumptions and the way they behave
Understanding your organisation’s culture can be the key to successfully managing change
Culture: understanding your organisation
Culture is multi-tiered
Organisational culture works at three levels:– Visible representations, artifacts, the working environment– What people say and do, for example: strategy, policy, publications;
also how people treat each other, run meetings, make decisions– Underlying beliefs: basement values - often invisible, and sometimes
people don’t even admit to them - but fundamental
• Achieving cultural change requires action at all three levels, built upon some understanding of the basement values
• Cultural change calls for leadership and time - it can be a long and difficult path to follow, but often a critical one
Ref: E. Schein
See
Say & do
Really believe
Be a culture detective!
Describe an organisational culture you know well … your own organisation if you’re comfortable with that:
b)By its artifacts – what you can see
c)By what it says and does – statements and working practices
d)By its basement values – deep and often unspoken beliefs
Work in pairs: take 10 minutes each to interview your partner … and make sure you get to some basement values
Thanks!
And do keep in touch …
http://www.ncvo-vol.org.uk