Managing Resistance Pauline Hall
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This document discusses models for managing resistance to organizational change. It presents the Harvey and Brown model which shows different levels of resistance and chances of success depending on the degree of change and impact on culture. It also discusses Kurt Lewin's three stage model of change - unfreezing, changing, and refreezing. Finally, it outlines some common reasons for resistance to change and different methods that can be used to overcome resistance, along with potential traps to avoid and basic guidelines for managing change.
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- 10 common reasons why people resist change, such as fear of leaving their comfort zone, old habits, loss of authority, lack of trust, and economic threats. Effective communication is important to address resistance.
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4) Effective communication strategies are key to change success and include understanding audience types and moving from a "telling" to a "co-creating" approach.
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The document discusses effective communication in organizations. It emphasizes that communication is important for informing employees, gaining support, and involving them in decision-making. It also discusses different channels of communication like meetings, reports, and emails. The communication process can involve encoding and decoding messages, as well as potential distortions. Good communication relies on clearly conveying intended messages and allowing opportunities for clarification.
Ipawriting For The Web2
The document discusses managing change in public sector organizations. It outlines reasons for change including responding to external factors and gaining competitive advantage. Key aspects of change management are identified such as developing a planned approach, assessing impact on employees, and communicating effectively. Challenges that can occur when implementing change and strategies for overcoming resistance to change are also summarized.
Being A Change Manager Owen Jacob
1. The document discusses tips for effective change management based on case studies from restructuring the Revenue Commissioners in Ireland.
2. It describes how the Revenue Commissioners' structure had become mismatched to its strategy over time and did not support excellent customer service.
3. A review team recommended a radical restructuring to align structure with strategy and introduce an integrated customer-focused approach.
4. Modernizing tax processes like gift and inheritance tax and implementing new ICT systems also improved customer service and staff satisfaction.
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The document provides guidance on writing effective content for the web, emphasizing that web writing should be concise, scanable, and optimized for search engines through the use of keywords, headings, and hyperlinks. It notes that web readers scan pages rather than read linearly and advises keeping content brief through the use of active voice and focusing key details above the page fold. The document also provides tips on page structure, formatting, and tools to check readability.
Consultation Guidelines
This document provides guidelines for public sector bodies in Ireland on how to conduct effective consultations. It outlines three key stages of the consultation process: planning, execution, and analysis/evaluation. The planning stage involves identifying the purpose and subject of the consultation, stakeholders to consult, appropriate methods, resources needed, and legal obligations. The execution stage covers managing the chosen consultation methods. The final stage is to analyze and interpret consultation results, provide feedback, and review the process. The guidelines aim to promote transparency, informed decision-making, and inclusion of diverse perspectives through consultation.
Local Auth Customer Consultation Guidelaines
This document provides guidelines for local authorities in Ireland on consulting with customers about local services. It discusses the benefits of consultation, including ensuring services meet customer needs. It recommends several consultation mechanisms:
1) Customer surveys to understand what the local authority wants to learn and how to design, conduct, analyze and report on the surveys.
2) Customer panels to get ongoing feedback through regular meetings with representative customers.
3) Focus groups to explore issues in more depth through facilitated discussions with small groups of customers.
4) Mystery shopping to assess service quality by having researchers pose as customers.
The document advises local authorities to consider which approaches best suit their needs and circumstances to enhance consultation with customers.
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The document is a brochure introducing the Common Assessment Framework (CAF), a self-assessment tool used by public organizations in Europe to evaluate and improve their performance.
The CAF was developed by European public administration experts to help public sector organizations introduce quality management principles. It provides a standardized framework for organizations to assess their performance across 9 criteria relating to leadership, strategy, people, partnerships, processes, and results. Over 900 European public bodies have used the CAF since 2000.
The brochure describes the origins and structure of the CAF, outlines its four main purposes, and provides guidelines for organizations on conducting a self-assessment using the CAF framework and criteria. It is intended to help public sector organizations diagnose areas
Customer Consultation Slides Muriel Cleary 08
- The document discusses the importance of consulting with customers for public services to provide more efficient and effective services that meet public expectations. It identifies external customers, internal customers, and outside agencies as groups to consult.
- It provides examples of different forms of consultation including surveys, focus groups, and comments/complaints systems. It stresses the importance of planning consultation processes carefully with clear objectives and consideration of participants' needs.
- Key factors to consider include available resources, required information, training, consistency, inclusiveness, data analysis, learning from examples, and avoiding rushing or overcomplicating the process.
Customer Complaints (Ombudsman) Aoife Nic Reamoinn
This document discusses the importance of good complaints handling for both customers and organizations. It outlines the role of the ombudsman in examining complaints from the public about unfair treatment by public bodies. The document also defines what constitutes a complaint and valid expectations from customers. It emphasizes the values of good complaints handling like democracy, citizens' rights, and good administration. Finally, it provides characteristics of an effective complaints handling system and advice for complaint handlers.
Technology And Customer Consultation Kieran Lenihan
The document discusses citizen participation and customer consultation through new technologies like Web 2.0. It notes that Web 2.0 allows for greater consultation and involvement of citizens through social media sites. Reasons to consider these technologies include their popularity, potential to involve citizens in improving services, and opportunities for cost savings. The document advocates for more transparency and debate to foster trust and societal outcomes.
Public Service 2022 Mark Callanan
1. The document discusses responding to a changing environment and the challenges public services face in balancing short-term pressures with long-term objectives on issues like aging, health, education and the environment.
2. It outlines key drivers of change like changing demographics, technology, the economy and workplaces that will impact public services and presents scenarios for Ireland and the public service in 2022.
3. The document questions whether public services are "fit for purpose" and ready to handle different challenges and opportunities in the future given these drivers of change.
Introduction & Overview Tony Kieran
This document provides an overview of a seminar aimed at developing an understanding of the public sector customer. It discusses defining the customer and different terminology used, principles of public sector service delivery, reorganizing services to meet customer needs through various models, challenges in implementing changes, and quality customer service principles. The overall goal is to place the customer at the center of public sector services.
Intro To Caf Kieran Lenihan
This document introduces the Common Assessment Framework (CAF), a self-assessment tool developed by the EU for public services to evaluate their performance. It describes the CAF model which examines an organization's leadership, strategy, people, partnerships, processes, and results. The CAF uses a plan-do-check-act cycle and involves establishing an assessment group to score the organization's performance in each area. The results are then used to identify priorities for improvement and develop an action plan to enhance the quality of public services.
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- 1. Managing Resistance (Harvey & Brown model ) Low Resistance High chance of success High Resistance Low chance of success Some Resistance Moderate chance of success Some Resistance Moderate to high chance of success Degree of Change Impact on Culture Small Small Large Large
- 2. The Pace of Change Change Champions Early Adaptors Early Majority Majority Late Majority Laggards 10% + _ 10% + _ 10% + _ 45% + _ 15% + _ 10% + _
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