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MCHE Open Forum 2013 - Creating a Change Team at Durham University
 

MCHE Open Forum 2013 - Creating a Change Team at Durham University

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    MCHE Open Forum 2013 - Creating a Change Team at Durham University MCHE Open Forum 2013 - Creating a Change Team at Durham University Presentation Transcript

    • Establishing a Change Team. Successes, challenges and lessons learnt Katie Hellmann and Georgina Lyons 5 July 2013
    • ∂ Background • Efficiencies agenda • Durham’s interpretation – make the best use of existing resources • Change management: Different approaches considered • Lean chosen because of focus on processes and people • Change Team established in September 2011 • Support from Cardiff
    • ∂ The Change Team • A core team of 3 • Split roles • Recruitment process • Specific skills required, and tested • Hub and spoke model: • Change Network • Position within organisation • CIS? • Strategic Planning and Change?
    • ∂ Methodology Our 5-step approach to process improvement
    • ∂ Projects • First, a UEC sponsored list • The pilots: (1) Library and (2) Global learning tutor payments • Procedures for visitors • Fee status assessments • Individual consultancy • Then, ad hoc work: • International Office • CEM • HR
    • ∂ Change Network • 10 members trained initially. Now around 50 • Support for change events, promotion of change work, encouraging cultural change throughout the university • Some members more engaged than others due to a lack of time for delivery in own areas • But good things happening
    • ∂ Successes • Where change must happen • Where changes can be made by those involved in the project • Where people have time to make the changes • Where there is enthusiasm for change
    • ∂ Challenges • Where changes proposed would necessitate investment • Lack of clear ownership • Underlying staff management issues • Business as usual • Hidden agendas
    • ∂ Lessons learnt • Facilitation v project management • Terminology • Lean and the customer • Choice of projects • Ability to make changes • Enthusiasm • Time to change • Ownership
    • ∂ More lessons • Training and development • Split roles • Leadership • Cultural change takes time. Small steps can be more effective than big leaps
    • ∂ To conclude • Bottom up support is important • Top down support is a necessity • Commitment from all involved is essential • Change management is more than process improvement • Be prepared to address staff management and cultural issues
    • ∂ Finally… • Process improvement (and change work more generally) can be fun, rewarding and successful • Engaging staff and building relationships • Improving ways of working • Cultural change • Any questions?