Ipawriting For The Web2


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Ipawriting For The Web2

  1. 1. Managing Service Delivery Change Kieran Lenihan 21 Jan 2009
  2. 2. Why do Public Sector Organisations change?
  3. 3. <ul><li>Change Management </li></ul><ul><li>The Process of Developing a planned approach to change in an organisation, seeking to minimise disruptions to the normal flow of activity </li></ul>
  4. 4. Competitive Advantage <ul><li>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. </li></ul><ul><li>Taoiseach, Mr. Bertie Ahern T.D. 10 October, 2006 </li></ul>
  5. 5. Change and the Public Sector <ul><li>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. </li></ul><ul><li>Taoiseach, Mr. Bertie Ahern T.D. 10 October, 2006 </li></ul>
  6. 6. Type of Change <ul><li>Reactive- responding to changes in external environment </li></ul><ul><li>Proactive- initiating change in order to achieve a desired goal </li></ul><ul><li>Continuous or Programme based </li></ul><ul><li>Examples </li></ul>
  7. 7. Change Management Involves <ul><li>Making Changes in a systematic fashion </li></ul><ul><li>Area of professional practice comprised of tools, techniques, skills, methods etc. </li></ul><ul><li>Draws from psychology, sociology, business administration, economics, systems engineering and organisational behavior </li></ul><ul><li>Change management = Problem Solving </li></ul>
  8. 8. At the same time… <ul><li>… you need to keep the show on the road. </li></ul><ul><li>“ ..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..” </li></ul><ul><li>Willcocks,Currie and Jackson (1997) </li></ul>
  9. 9. Change Skills Required <ul><li>Political Skills-need to be sensitive and to tread carefully </li></ul><ul><li>Analytical Skills. Systems analysis and Financial Analysis. </li></ul><ul><li>People Skills- Communication and people skills required. Knowing where people’s attitudes are coming from. </li></ul><ul><li>System Skills </li></ul><ul><li>Business Skills-how the organisation works and survives </li></ul>
  10. 10. What is the role of Management? <ul><li>Detect trends and Initiate Programmes </li></ul><ul><li>Assess impact on employees, work processes and resource requirements </li></ul><ul><li>Communicate in a complete, timely, transparent, unbiased way to all involved and affected </li></ul><ul><li>Provide support to employees </li></ul><ul><li>Involve employees wherever possible </li></ul>
  11. 11. Business Process Improvement <ul><li>BPI is the systematic approach to help an organisation make significant changes </li></ul><ul><li>- What are strategic goals? </li></ul><ul><li>- Who do we serve (stakeholders)? </li></ul><ul><li>- How can we meet customer requirements better? </li></ul>
  12. 12. Change Strategies <ul><li>Empirical-Rational </li></ul><ul><li>Normative-Re-educative </li></ul><ul><li>Power- Coercive </li></ul><ul><li>Environmental-Adaptive </li></ul><ul><li>Approach dependent on level of resistance, target population, stakes, time frame, expertise, dependency </li></ul>
  13. 13. Resistance to Change <ul><li>Transition Stages </li></ul><ul><li>Anxiety </li></ul><ul><li>Happiness </li></ul><ul><li>Fear </li></ul><ul><li>Threat </li></ul><ul><li>Guilt </li></ul><ul><li>Depression </li></ul><ul><li>Disillusionment </li></ul><ul><li>Hostility </li></ul><ul><li>Denial </li></ul>
  14. 14. Stages of Change <ul><li>Unfreeze </li></ul><ul><li>Change </li></ul><ul><li>Refreeze </li></ul>
  15. 15. Kotter’s 8 Step Change Model <ul><li>Increase urgency- make change relevant </li></ul><ul><li>Build guiding team-right people, skills and attitude </li></ul><ul><li>Get vision right-Focus on what you are trying to achieve not how </li></ul><ul><li>Communicate-Involve and listen to people </li></ul><ul><li>Empower-Remove obstacles and reward progress </li></ul><ul><li>Create short term wins </li></ul><ul><li>Don’t let up-Determination, mark milestones, progress reports </li></ul><ul><li>Make Changes Stick </li></ul>
  16. 16. Implement an Action Plan <ul><li>Plan </li></ul><ul><li>Do </li></ul><ul><li>Check </li></ul><ul><li>Act </li></ul>
  17. 17. Hold the gains <ul><li>Standardise </li></ul><ul><li>Do </li></ul><ul><li>Check </li></ul><ul><li>Act </li></ul>
  18. 18. Things that happen when implementing change <ul><li>Takes longer than you thought </li></ul><ul><li>Unforeseen problems surface </li></ul><ul><li>Coordination of activities ineffective </li></ul><ul><li>Attention distracted to something else </li></ul><ul><li>Lack of skills available </li></ul><ul><li>Lack of training given </li></ul><ul><li>Uncontrollable external factors emerge </li></ul><ul><li>Lack of support for change </li></ul><ul><li>Expectations and goals not defined clearly </li></ul>
  19. 19. You will need to: <ul><li>Facilitate </li></ul><ul><li>Educate </li></ul><ul><li>Persuade </li></ul><ul><li>… and occasionally coerce! </li></ul>
  20. 20. Change never comes easily <ul><li>Determination, conviction and persistence required! </li></ul>“ 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 )