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Embedding & anchoring change

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Embedding & anchoring change Embedding & anchoring change Presentation Transcript

  • SIP Module Three: Embedding and Anchoring Change
  • Embedding ChangeChanging the learning landscapeA specified change is Embedded when the new practices that youare seeking to introduce are accepted and demonstrated by amajority of those who need to do so.To embed a new practice in your organisation you need to enablea change in the component of the culture that impacts upon thenew behaviour required of individuals.Culture is simply defined as ‘ the way thingsare done around here’
  • Embedding ChangeChanging the learning landscapeFormulate a clear strategic vision :In order to make a cultural change effective a clear vision of theuniversity ’s new strategy, shared values and behaviours related tothat specific change is needed. This vision provides the intentionand direction for the culture change.Display top-management commitment:Culture change must be managed from the top of the organisation,as willingness to change of the senior management is an importantindicator. The top of the organisation should be seen and heard tobe very much in favour of the change in order to actually implementthe change in the rest of the organisation. View slide
  • Embedding ChangeChanging the learning landscapeModel culture change at the highest level:The behaviour of the senior management needs to symbolize the kindsof values and behaviours that should be realised in the rest ofthe institution.Modify the organisation to support organisational change:This means addressing what gets in the way of the change required. Thisincludes identifying what current systems, policies, procedures and rulesneed to be changed in order to align with the new values and desiredculture. View slide
  • Embedding ChangeChanging the learning landscapeHighlight the benefits of the new practices:The institution’s leaders and managers should be able to articulate theconnections between the desired behaviour (the adoption of newpractices) and how it will impact and improve theorganisation’s success.Ensure there is a connection between the interests ofthe institution and of those affected.Changes in practice can be seen to be counter to cultural norms andthus can lead to tensions between organisational and individualinterests, which can result in ethical concerns for thosepractitioners involved.
  • Culture andAlignmentChanging the learning landscapeTo ensure the change you wish to implement is going to besuccessful, you will need to analyse the culture of your institutionand evaluate how the changes in practices and behaviours youare asking individuals to adopt align with the important culturalnorms.If there is a dissonance between the cultural norms and howindividuals view the new practice the task can be much harder toachieve.
  • Culture andAlignmentChanging the learning landscapeArtefactsAt the first and most cursory level of Scheins model isorganisational attributes that can be seen, felt and heard by theuninitiated observer - collectively known as artefactsExamples:•offices, visible awards and recognition•how each person visibly interacts with each other and withorganisational outsiders•Slogans and mission statements
  • Culture andAlignmentChanging the learning landscapeValuesProfessed & shared values are individuals’ preferencesregarding certain aspects of the organisation’s culture (e.g.loyalty, customer service).At this level, local and personal values are widely expressedwithin the organisation.Basic beliefs and assumptions include individuals impressionsabout the trustworthiness and supportiveness of an organisation,and are often deeply ingrained within the organisation’s culture.
  • Tacit AssumptionsAt the third and deepest level, the organisations tacit assumptionsare found.These are the elements of culture that are unseen and notcognitively identified in everyday interactions betweenorganisational members.Additionally, these are the elements of culture which are often tabooto discuss inside the organisation.Many of these unspoken rules exist without the consciousknowledge of the membership.Culture andAlignmentChanging the learning landscape
  • TASKChanging the learning landscapeIn Your TeamsRespond to the questions on the handout:‘Culture and Alignment’Be prepared to share your key conclusions and learning later todaythrough a number of headings on one flip chartTime in teams:
  • AnchoringChanging the learning landscapeWhen changes in the way individuals behave in an organisation arepermanent and little regression to former practices take place, itmeans that the change has been anchored in the organisation.It also means that the changes achieved are aligned to somedegree with the culture and that some of the essential elements thatform the culture, artefacts, values and even tacit assumptions hadchanged.
  • AnchoringVision5%•Difficult to Create•Must be Strategic•Is Values Driven•Anchoring Begins•HEREVision5%•Difficult to Create•Must be Strategic•Is Values Driven•Anchoring Begins•HEREPlanning5%•Relatively Easy•Systematic•Structural•ImplementationPlanning5%•Relatively Easy•Systematic•Structural•ImplementationEducating15 %•Hearts and Minds•Must address culturalnorms•Must be involving•Can be Expensiveand Time ConsumingEducating15 %•Hearts and Minds•Must address culturalnorms•Must be involving•Can be Expensiveand Time ConsumingAnchoring75%•Alignment with Cultural Normsis the key to success•Intense leadership andmanagement modelling needed•Cost is often underestimated•Reinforcement is essential•It’s about Behaviours andNew Practices•Can be a victim of thenext initiativeAnchoring75%•Alignment with Cultural Normsis the key to success•Intense leadership andmanagement modelling needed•Cost is often underestimated•Reinforcement is essential•It’s about Behaviours andNew Practices•Can be a victim of thenext initiative
  • Anchoring:Team Working and ReflectionChanging the learning landscapeTASKIn you teams please use the questions in the handout ‘Anchoring’to prompt discussion about what you will do to anchor the practicesand behaviours in your institution.Prepare a poster to summarises your plansTime in teams:
  • Embedding andAnchoringChanging the learning landscapeTASKDraw on your experiences and on the learning from the modules,and in particular the sessions in this module to:Describe the actions you will plan and implement to ensure the newpractices that you want staff and students to adopt are embedded inthe working practices of your institution and are anchored in theirbehaviourPrepare a poster of one flip chart that summaries your plans.Time in teams: