Donald Ritchie, NCVO

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Donald Ritchie, NCVO

  1. 1. Implementing Impact: managing change Impact of Infrastructure 2012 Donald Ritchie, NCVO Marilyn Keats, CommUNITY Barnet
  2. 2. About today’s workshop Change and VIP Things that we know about change Case study: CommUNITY Barnet Change and organisational culture Questions as we go along …
  3. 3. Factors helping take up Factors hindering take up Organisation is actively looking for a Organisation restructuring, shrinking, tool to measure impact* merging etc – so off agenda even if keen Strong internal leadership and New computer system, so off agenda personal enthusiasm for the project, until this sorted. sense of urgency and capacity to be able to make it a priority * Struggle with the online system – They feel it is the right tool for them glitches, time needed to input paper – accessible, meaningful, can do dials, size of displays etc* everything they need* Question whether funders really want Find online system easy to use, and it* are computer literate* Not many other people use it: will join Have a task that the tool will do well, when it is the “norm” * e.g. evaluation, or away days Already measuring impact so Happy to be leaders in a new area* interested if benchmarking nationally is available * External incentive: e.g. The funder Learning from VIP in Year 3: wants impact information Factors that encouraged or hindered usage
  4. 4. What does change feel like?Working in pairs: Think about workplace changes that you’ve experienced Share with your partner what those changes felt like
  5. 5. Things we know about change
  6. 6. 3 levels of organisational change• Developmental change - improving current activities or ways of working, part of the evolution of the organisation• Transitional change - replacing current activities or ways of working, eg new (or fewer) projects, programmes, systems … in other words strategic development• Transformational change - changing people’s beliefs or their awareness of what is possible … often involving change to the organisational culture The greater the level of change … the greater the amount of time, planning and work required to achieve it
  7. 7. 2 ingredients of change managementSubstance• The case for change, with a vision for a better future• The changes that are needed, based upon good analysis• A clear plan for implementing the changesProcess• The people affected by change, and how to engage them• Gaining their input and dealing with their feelings• Winning them over … buy-in, ownership and commitmentThese core ingredients are equally important, one without the other isunlikely to succeed
  8. 8. How people can respond to change DENIAL COMMITMENT The change I see how I can make wont affect me this work for me RESISTANCE EXPLORATION I really dont want to How might I cope with deal with this this? XRef: E. Kubler-Ross, J. Fisher, etc
  9. 9. How organisations can respond to changeFreeze Unfreeze Refreeze• Frozen state: before any change• Unfrozen state: the process of transition and change• Refrozen state: commitment - embedding the changeRef: K. Lewin
  10. 10. Foundations of managing changeLeadership is key• Change is almost always a lead process• It calls for consistent vision and direction that inspires people• Leaders embrace and champion change … to make it stickStrategy and change – two sides of the same coin• All strategies involve change, the question is how much change• Sometimes organisations do strategy but don’t appreciate that it involves change - sometimes they make change and don’t appreciate that strategy is the way to approach it
  11. 11. Over to Marilyn …
  12. 12. Culture: the key to change?
  13. 13. Culture: understanding your organisationOrganisational culture is about the way that we do things:•It is defined by people’s shared meanings: values, beliefs, feelingsand a particular view of the world•Often these shared meanings aren’t written down or said clearly –they often differ from stated values•Culture lives in the subconscious – it shapes how people think, theirassumptions and the way they behaveUnderstanding your organisation’s culture can be the key tosuccessfully managing change
  14. 14. Culture is multi-tieredOrganisational culture works at three levels: – Visible representations, artifacts, the working environment – What people say and do, for example: strategy, policy, publications; also how people treat each other, run meetings, make decisions – Underlying beliefs: basement values - often invisible, and sometimes people don’t even admit to them - but fundamental• Achieving cultural change requires action at all three levels, built upon some understanding of the basement values• Cultural change calls for leadership and time - it can be a long and difficult path to follow, but often a critical oneRef: E. Schein
  15. 15. SeeSay & do Really believe
  16. 16. Be a culture detective!Describe an organisational culture you know well … your ownorganisation if you’re comfortable with that:b)By its artifacts – what you can seec)By what it says and does – statements and working practicesd)By its basement values – deep and often unspoken beliefsWork in pairs: take 10 minutes each to interview your partner… and make sure you get to some basement values
  17. 17. Thanks!And do keep in touch …✉ donald.ritchie@ncvo-vol.org.ukhttp://www.ncvo-vol.org.uk

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