Ipawriting For The Web2
Upcoming SlideShare
Loading in...5
×
 

Ipawriting For The Web2

on

  • 509 views

 

Statistics

Views

Total Views
509
Views on SlideShare
499
Embed Views
10

Actions

Likes
0
Downloads
2
Comments
0

2 Embeds 10

http://ipasd.pbwiki.com 7
http://ipasd.pbworks.com 3

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Ipawriting For The Web2 Ipawriting For The Web2 Presentation Transcript

  • Managing Service Delivery Change Kieran Lenihan 21 Jan 2009
  • Why do Public Sector Organisations change?
    • Change Management
    • The Process of Developing a planned approach to change in an organisation, seeking to minimise disruptions to the normal flow of activity
  • Competitive Advantage
    • If we are to achieve sustainable social and economic development, we need to sharpen our competitive advantage in a changing world economy. But we need more than just plans to achieve this objective. We need a national endeavour to translate words into action and, in turn, into reality on the ground.
    • Taoiseach, Mr. Bertie Ahern T.D. 10 October, 2006
  • Change and the Public Sector
    • I believe, however, that the Public Service has an excellent track record in managing uncertainty - and indeed complexity, but that the current challenges are greater and demanding of a greater change capacity in the public service.
    • Taoiseach, Mr. Bertie Ahern T.D. 10 October, 2006
  • Type of Change
    • Reactive- responding to changes in external environment
    • Proactive- initiating change in order to achieve a desired goal
    • Continuous or Programme based
    • Examples
  • Change Management Involves
    • Making Changes in a systematic fashion
    • Area of professional practice comprised of tools, techniques, skills, methods etc.
    • Draws from psychology, sociology, business administration, economics, systems engineering and organisational behavior
    • Change management = Problem Solving
  • At the same time…
    • … you need to keep the show on the road.
    • “ ..the notion that senior managers can simply begin process innovation anew starting from a blank sheet of paper is somewhat unrealistic, especially in public sector settings..”
    • Willcocks,Currie and Jackson (1997)
  • Change Skills Required
    • Political Skills-need to be sensitive and to tread carefully
    • Analytical Skills. Systems analysis and Financial Analysis.
    • People Skills- Communication and people skills required. Knowing where people’s attitudes are coming from.
    • System Skills
    • Business Skills-how the organisation works and survives
  • What is the role of Management?
    • Detect trends and Initiate Programmes
    • Assess impact on employees, work processes and resource requirements
    • Communicate in a complete, timely, transparent, unbiased way to all involved and affected
    • Provide support to employees
    • Involve employees wherever possible
  • Business Process Improvement
    • BPI is the systematic approach to help an organisation make significant changes
    • - What are strategic goals?
    • - Who do we serve (stakeholders)?
    • - How can we meet customer requirements better?
  • Change Strategies
    • Empirical-Rational
    • Normative-Re-educative
    • Power- Coercive
    • Environmental-Adaptive
    • Approach dependent on level of resistance, target population, stakes, time frame, expertise, dependency
  • Resistance to Change
    • Transition Stages
    • Anxiety
    • Happiness
    • Fear
    • Threat
    • Guilt
    • Depression
    • Disillusionment
    • Hostility
    • Denial
  • Stages of Change
    • Unfreeze
    • Change
    • Refreeze
  • Kotter’s 8 Step Change Model
    • Increase urgency- make change relevant
    • Build guiding team-right people, skills and attitude
    • Get vision right-Focus on what you are trying to achieve not how
    • Communicate-Involve and listen to people
    • Empower-Remove obstacles and reward progress
    • Create short term wins
    • Don’t let up-Determination, mark milestones, progress reports
    • Make Changes Stick
  • Implement an Action Plan
    • Plan
    • Do
    • Check
    • Act
  • Hold the gains
    • Standardise
    • Do
    • Check
    • Act
  • Things that happen when implementing change
    • Takes longer than you thought
    • Unforeseen problems surface
    • Coordination of activities ineffective
    • Attention distracted to something else
    • Lack of skills available
    • Lack of training given
    • Uncontrollable external factors emerge
    • Lack of support for change
    • Expectations and goals not defined clearly
  • You will need to:
    • Facilitate
    • Educate
    • Persuade
    • … and occasionally coerce!
  • Change never comes easily
    • Determination, conviction and persistence required!
    “ But beneficial opportunism and pragmatic reform can and, in my view, regularly do result in valuable gains in productivity, service quality, transparency and fairness. Reform is a challenge worth meeting.” Dermot McCarthy , NESC (2005 )