"Managing Change PowerPoint Presentation 2"
“It is not the strongest species that survive, nor the most intelligent, but the ones who are most responsive to change” - Charles Darwin Things that won’t go away! Finance issues QOF / DES / LES Practice Based Commissioning Service Provision Risk management Developing the business Human Resources Partnership issues Personal issues Things people consider when the ‘C’ word is mentioned Why? Why now? How? What are the implications to me? What’s my role in it? Why can’t it just go away? Why can’t you just go away? So how is what’s important delivered? People Process Resources Does that sound familiar? What’s important to the person next to you? What’s in it for them? Are they comfortable? How much do you need them? How much do they need you? “Every system is perfectly designed to deliver the results it gets” Don Berwick Institute of Healthcare Improvement Boston What must I know? You do not lead people by hitting them over the head – that’s assault, not leadership” - Eisenhower The things people get wrong Lack of consistent leadership De-motivated staff kept in the dark Lack of capacity: no spend-to-save policy, short-term approach to investment, stressed out staff working hard just to stand still Lack of planning Lack of positive feedback The treadmill effect 1. No time for reflection, planning and learning 2. No improvement in design and implementation 3. Increasing need to do something 4. Increasing failure and unplanned consequences 5. Go back to 1. and repeat Red Flags “it’s not my job” “I haven’t got time” “the Partners don’t care anyway” “I’m keeping my head down this time” “if it’s such a good idea, why didn’t we do this the last time management changed its mind?” “it will all change again next month” “when the Practice Manager makes his mind up, I might do something” “nobody told me about it…..” Factors that ensure change works Pressure for change – demonstrated Partnership commitment is essential. A clear, shared vision – you must take everyone with you. This is a shared agenda that benefits the whole organisation. Capacity for change – you need to provide the resources: time and finance. Action – and performance – “plan, do, check, act” – and keep communication channels Act Plan •Decide what •Set objectives changes are to be •Pose questions & made make predictions •Plan to carry out the •Next cycle cycle (who, what, where when) Study Do •Complete the analysis •Carry out the plan of data •Document problems and •Compare data to unexpected observations predictions •Begin analysis of •Summarise what was the data learned