1. PERSONAL
PROFESSIONAL
DEVELOPMENT
6N1949
Eoin Shanahan
CT - 057845
1

2. Organisational
Change within
a Childcare
Setting
2

3. To Begin
Change is hard because people
overestimate the value of what
they have and underestimate the
value of what they might gain by
giving that up.
3Belasco and Stayer, 2003

4.  Change management within a childcare setting.
 Childcare is the supervision and caring of
children from the age of six weeks up to thirteen
years.
 Change management can be defined as a process
to provide structure and the tools needed to
realise change successfully both on the
technological level and Personal side.
4
The Cost of Child Care, 2010 & The Change-
Management.com , 2014

5.  Overview of steps Involved
 Communication in the change process
 Outline of the link between the change process
and managing resources
 Various stages of decision making
 Overview of keeping staff motivated
 Various approach's to problem solving
 Conflict management and Conflict resolution
 Feedback of the change process
 Reflection of PPD
5

6.  Kurt Zadek Lewin (09/09/1890) – (02/12/1947)
 The first stage of the change process is known as
unfreezing.
 The second stage of the change process is that
the change occurs.
 The third stage of the stage process is the
unfreezing stage.
6Lewin, 1947

7.  The main types of communication are Verbal, Nonverbal,
Oral, and Business communication in regard to change
management.
 Communication has three parts to it thought, Encoding,
Decoding.
 Change Management is a process where communication is
needed for the process of change to occur effectively and
reliable for all individuals involved to participate and
accept the change that happens within the organisation.
 Within a childcare setting if change management occurs
all staff members must be involved.
7
Rosengren, 2006/ Big dog Little Dog's Performance
Juxtaposition, 2013

8.  Define functional objectives and plans .
 Forecast activity levels in line with achieving objectives
and plans in relation to company budgets for future
business activity’s .
 Assess resources and finance (manpower and funding) .
 Financial assessment business model , the total sum cost
of the budget .
 Cost Savings .
 Concentration on efforts .
8Armstrong, 2006

9. Forming .
Storming .
Norming .
Performing .
Adjourning .
9Tuckman, 1965

10.  Skills Variety
 Task Identity
 Task Significance
 Autonomy
 Feedback
10Hackman & Oldman

11.  Define the Problem
 Determine the Causes
 Generate ideas
 Select the Best Solution
 Take Action
11Project-Management-Skill.com, 2014

12.  What is conflict?
 Conflict occurs whenever incompatible activities occur
 The management of conflict in a group is important if co-
operation is to be maintained and the group is to be effective.
 In order to understand conflict it is important to remember that
conflict can be both destructive and constructive the way the
resolution of the conflict is resolved.
 Poorly managed conflict resolution.
 Well managed conflict.
12Deutsch, 1973

13.  Each group has the potential for many conflicts as a result of a number
of factors?
 Differing perceptions of reality.
 Different values and beliefs.
 Personality and behavioural styles.
 Goals and personal needs.
 Large small transgressions.
 Rewards and recognition.
 Participation.
13Brady, 2007

14.  Withdrawing (the turtle)
 Smoothing (the teddy bear)
 Forcing (the shark)
 Compromising (the fox)
 Negotiating (the owl)
14Brady, 2007

15.  Each strategy is appropriate in different
conditions.
 The type of strategy will depend on if it is a long
term or short term strategy.
 Forcing is associated with ineffective conflict
management.
 Effective conflict management uses problem
solving strategy such as the owl.
15Johnson & Johnson, 2003

16.  Identify and define what needs of each opposing
side.
 Generate possible alternative solutions.
 Evaluate the alternative decisions.
 Decide on the best acceptable solution
 Work out ways of implementing the solution.
 Evaluate how it worked.
16Zastrow, 1993

17.  Think before reacting.
 Listen actively.
 Choose a method that guarantees a fair process to all parties.
 Attack the problem rather than person.
 Accept your share of responsibility.
 Use direct communication.
 Identify the needs of each party to the conflict.
 Focus on the future, rather than reliving the past.
 Look at options for mutual gain.
17Bardy, 2007

18.  Feedback is an evaluative response about
actions and process given out by an original
source.
 Give feedback in a timely manner.
 The feedback process will differ depending on
the recipient and receiver.
18Journal of Applied Psychology, 2004

19.  No time like now.
 In public and private.
 Practice makes perfect.
 Does a reward fit.
 No favourites.
 Be clear and mean it.
 Catch people doing it right.
19Luft & Ingham, 1955

20. Any questions
Q & A
20