Organisational change for voluntary & community organisations
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organisational change is tough especially in small organisations. These tips should help
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Organisational change for voluntary & community organisations
- 1. Human Nature
- 2. Organisational barriers to change
- 3. Individual barriers to change
- 4. Eight Steps to Implementing Change
- 5. Eight Steps to Implementing Change 1. Inspire people to change – make objectives real and relevant 2. Build a core team – right skills, emotional commitment 3. Build a vision and strategy – which focuses on service and efficiency 4. Communicate – as much as possible, and address people’s hopes and fears 5. Empower action – Remove obstacles, give creative feedback: recognise progress 6. Create short terms wins – small number of aims which can be achieved 7. Persist – Keep reporting progress, highlight achievement and set next milestones 8. Make the change last – reinforce successful change, assist leaders who support change and establish the new culture as the norm
- 9. Principles for Managing Change Change only happens when each person decides to implement the change Trust is earned by those who demonstrate consistent behaviour and clearly defined values The more input people have in defining changes which affect their work, the more they take ownership of the results To change the individual, change the system
- 10. Principles for Managing Change Change only happens when each person decides to implement the change Trust is earned by those who demonstrate consistent behaviour and clearly defined values The more input people have in defining changes which affect their work, the more they take ownership of the results To change the individual, change the system
Editor's Notes
- Above picture is from horrible histories stoneage dragons den – Arg is trying to persuade the dragons to invest in his new wheel idea but they prefer to stay with dragging – after all it works does it? Things still get moved People are not resistant to change, but they are resistant to being changed. People should be able to see in any new vision things which they always wanted and less of the things they didn’t want or like
- Undefined goals or objectives Resources – we’ve always been funded, not much competition Communication – between staff and trustees, and between the organisation and users/customers Lack of leadership Lack of planning of new roles and tasks Culture
- Fear - of imposed changes, job loss, loss of status Personal ambitions or challenge to existing status/authority Lack of input to the change – it’s imposed, not shaped by staff
- Inspire people to change – make objectives real and relevant Build a core team – right skills, commitment Build a vision and strategy – which focuses on service and efficiency Communicate – a lot, address people’s hopes and fears
- Make the aims and goals clear and unambiguous Make the financial case, and ensure that you have systems to monitor and prove it Make sure staff or spokespeople can talk to managers Lead by example, and show that you yourself are fully committed
- Identify the barriers Involve staff in working out exactly how they have to change Make clear that blaming and infighting won’t be tolerated, but that all staff have to be in this together Make clear that a mistake will be tolerated – but only once
- Talk to people again and again Involve them in making the change Reward change Form groups to think through change