Ipawriting For The Web2
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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 )