This document discusses resistance to change and how to overcome it. It notes that resistance often occurs in large-scale programs due to a lack of early stakeholder engagement. It identifies three common root causes of resistance: not believing the problem needs fixing, not being ready for change, and doubting a solution will work locally. The document proposes a three-step approach to addressing resistance: diagnosing root causes through interviews, engaging stakeholders to understand problems, and involving stakeholders in developing and implementing solutions. It advocates communication, embedding stakeholder input, and having a consistent change approach.
Introduction to Lean Principles
Planning of your work processes to improve flow
Amy Hodgkinson and Trevor Taylor
National Improvement Leads, NHS IQ
Presentation from the Productive Endoscopy Workshop, Tuesday 15th October 2013 at Ambassadors Bloomsbury , London, WC1H 0HX
This meeting brought together teams from around the country, and embarked on creating and testing the productive endoscopy toolkit. The aim of the day is to allow time with your team for sharing of experiences and exchange of good practice, learn how to apply lean techniques and hear the impact of successfully implemented case studies.
Risk analysis and control
FMEA: Failure Mode and Effects Analysis (FMEA) is often the first step of a system reliability study. It involves reviewing as many components, assemblies, processes and subsystems as possible to identify failure modes, and their causes and effects. For each component, the failure modes and their resulting effects on the rest of the system are recorded in a specific FMEA worksheet. - more at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety/learning-and-resources.aspx
We believe that healthcare can be different by respecting the people on the frontlines of healthcare. For University of Utah Healthcare, respect means supporting healthcare workers through aligned tools. The Value Summary is an attempt to create a common language of value improvement in healthcare through a one-page summary document. It is more than a form; it is a planning guide, a way to share and spread ideas, and a path to earn continuing education credit. It is the currency of value improvement work at University of Utah Healthcare.
Introduction to Lean Principles
Planning of your work processes to improve flow
Amy Hodgkinson and Trevor Taylor
National Improvement Leads, NHS IQ
Presentation from the Productive Endoscopy Workshop, Tuesday 15th October 2013 at Ambassadors Bloomsbury , London, WC1H 0HX
This meeting brought together teams from around the country, and embarked on creating and testing the productive endoscopy toolkit. The aim of the day is to allow time with your team for sharing of experiences and exchange of good practice, learn how to apply lean techniques and hear the impact of successfully implemented case studies.
Risk analysis and control
FMEA: Failure Mode and Effects Analysis (FMEA) is often the first step of a system reliability study. It involves reviewing as many components, assemblies, processes and subsystems as possible to identify failure modes, and their causes and effects. For each component, the failure modes and their resulting effects on the rest of the system are recorded in a specific FMEA worksheet. - more at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety/learning-and-resources.aspx
We believe that healthcare can be different by respecting the people on the frontlines of healthcare. For University of Utah Healthcare, respect means supporting healthcare workers through aligned tools. The Value Summary is an attempt to create a common language of value improvement in healthcare through a one-page summary document. It is more than a form; it is a planning guide, a way to share and spread ideas, and a path to earn continuing education credit. It is the currency of value improvement work at University of Utah Healthcare.
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Benefits Management in Health and Care part 1: Identify and map target benefits
presented by Kevin Parry FAPM
Thursday 24 October 2019
Write up newstory page
URL: https://www.apm.org.uk/news/benefits-management-in-health-and-care-part-1-identify-and-map-target-benefits/
How to do Change Management for mandatory changeProsci ANZ
Many change projects are mandatory - compliance, regulatory, systems and restructures to name a few. These “No Choice Changes” present special challenges for change practitioners. How can we engage stakeholders when they have no real say in the decision to make the change or the solution? How can we build buy in when there is little What’s in it for Me?
Join our next Change Community of Practice Webinar to tap into the wisdom of our consulting team and share your experiences and lessons learned:
- The challenges of mandatory change
- Snapshot of Prosci Best Practices research findings
- Top 5 tips for effective Change Management
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
01/03/2017
1
Supporting Change within
Organisations
Diploma in HR Practice
Version 3 01/03/2017
Domestics
• Fire Exits
• Toilets
• Breaks
• Mobile Phones
• Timings of the session
• Ground Rules
Learning Outcomes
By the end of this session, you will be able to:
1. Understand why organisations need to
change and how change affects organisations
2. Understand the key factors involved in the
change process and different approaches to
managing change
3. Understand the impact of change on
employees and the role of HR
01/03/2017
2
Learning Outcome 1
Understand why organisations need to
change and how change affects
organisations
Change Management –
Definition
... is the process of achieving
the smooth implementation
of change by planning and
introducing it systematically, taking into
account the likelihood
of it being resisted.
Source: Armstrong, M. (2009). Armstrong's Handbook of Human Resource
Management Practice. London: Kogan Page.
Group Exercise
Why do organisations change?
01/03/2017
3
• Change is ‘the only thing’ that remains constant
(Armstrong 2009)
• Major change tends to happen approximately
every 3 years (CIPD)
• Change needs to be managed
• Most change initiatives fail
CIPD research suggests that less than 60% of re-
organisations met their stated objectives
Source: http://www.cipd.co.uk/subjects/corpstrtgy/changemmt/chngmgmt.htm
Change is inevitable
Internal Pressure
• Increasing costs
• Desire to enter into new markets
External Pressure
• Changing economic conditions
• Pressure from customers
Indicators of change
Some internal factors that may drive change
1. Strategic objectives
2. Expansion/downsizing of business
3. Critical incidents
4. Results from internal analyses
Internal Factors
01/03/2017
4
Some external factors that may drive change
1. Global/national/local change
2. External analyses
3. Changing needs/demands of customers
4. Changing economic conditions
External Factors
Group Exercise
Identify a company that has gone through
a major change driven by either internal
or external pressures
List all the factors that have made
this change happen.
1. Strategic Change
2. Operational Change
3. Transformational Change
Types of Change
01/03/2017
5
• Broad, long-term and organisation wide
• Purpose and mission of the organisation,
philosophies
• Growth, quality, innovation, values, competitive
positioning
e.g. British Telecom
• Strategic goals for achieving and maintaining
competitive advantage
• Product market development
1. Strategic Change
New systems, procedures, structures or
technology that will have an immediate effect
on working arrangement
e.g. New procedure for charging expenses
2. Operational Change
Fundamental and comprehensive changes in
structures, processes, and behaviours that have
a dramatic effect on the way in which the
organisation functions
e.g. Mergers between two companies
3. Transformationa.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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Business Valuation Principles for EntrepreneursBen Wann
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1. - 1 -Confidential not to be used without consent
March 2013
Resistance to Change –
Addressing the Underlying Attitudes
Cate Collins & Ketan Varia
W: www.kinetik.uk.com | E: bebetter@kinetik.uk.com | T: 0203 397 0686 Version 1.2 Edited 8th May 2014
Kinetik Solutions Ltd. Registered in England & Wales, No 6067771. Registered Office: 16 Wychwood Close, Edgware, Middlesex, HA8 6TE. VAT GB 839 9186 67
2. - 2 -Confidential not to be used without consent
It presents our approach to understanding and overcoming resistance to change
What this document is about
Why resistance occurs in
large scale programmes
and its roots
Understanding
How to overcome
resistance with the right
levels of engagement
Overcoming
3. - 3 -Confidential not to be used without consent
Any large scale programme will create resistance to change
Merger/acquisition
Changes due to legislation/policy
Organisation redesign
SDK
Asd
Sw Rw
Swe
Qw
Large Scale IT implementation
Fundamental Process change
Flow 1
Flow 2
Flow3
4. - 4 -Confidential not to be used without consent
If there is no personal benefit
all you get is resistance
5. - 5 -Confidential not to be used without consent
• Managing the resistance to change too late
– When design is complete or when the change details are already agreed
– Involve stakeholders as an afterthought not earlier
• Lack of identification of influencers and stakeholders at an early
stage
– Assuming that talking to the heads of a service is enough to manage change.
Key influencers are often hidden and at different levels
• Ignoring criticisms or push back
– Assuming all criticism is negative, without exploring to see the root cause
– Not managing expectation or impact early with staff
What generates resistance to change?
6. - 6 -Confidential not to be used without consent
‘If it ain’t broke, don’t fix it’
‘I am not ready’
– This attitude underpins most instances of holding on
to past or current ways of doing things – “if we refuse
to acknowledge the problem then we don’t have to
engage with a solution”
– This is not being prepared to pay the cost of change,
where cost is emotional due to the disruption and
uncertainty or inability to see a new future – “I like
things the way they are”
‘It won’t work here –
we’re different’
– This attitude is the root of not believing in the
proposed solution – “either we don’t understand it,
we don’t see why it is the right way or we don’t like
what it might mean for us”
There are three root causes why people resist change
1
2
3
7. - 7 -Confidential not to be used without consent
We can help in three areas
• Diagnosis
– A focused questionnaire to understand the prevailing culture and behaviors
– Focused interviews with key stakeholders to understand key barriers/root causes
– Analysis that shows the key barriers and challenges to overcome
• Engagement
– A plan of engagement activity that allows all those affected to understand the ‘problem’ i.e.
why change is necessary to the organisation and to them
– Work with stakeholders to develop a plan for incorporating their insight into solution
development and then throughout the change programme
• Involvement
– Involvement from critical stakeholders in the change programme
– Ensure business experience and knowledge influences the solution/change and is sustainable
– Create a plan for ongoing internal communications
8. - 8 -Confidential not to be used without consent
A plan to deal with resistance to change
Step 1
Diagnosis
Step 2
Engagement
Step 3
Involvement
Who –
role/position/power
of those expressing
resistance
Analysis –
What are the root
causes?
Gain key stakeholders help
identifying the solutions
Communicate, Communicate, Communicate
Embed input from all stakeholders
to all levels of the programme
Identification –
What resistance is being
expressed and how?
Engage stakeholders in
understanding what is wrong with
the current situation
9. - 9 -Confidential not to be used without consent
Addressing resisting to change is part of wider
interventions of any large change programme
Ensuring
your vision
is compelling
Having a
consistent
approach
Allowing for
fast failure
Adequate
piloting
Managing
resistance to
change
Have you got the key
influencers onboard early?
Are you sure people
are bought in?
Are you using a method for change
that suits your organization?
Are you tolerant of small failures,
learning from them and moving on?
Have you made sure that
‘end to end’ testing is part
of your implementation?
10. Kinetik Solutions Ltd
16 Wychwood Close
Edgware • Middlesex • HA8 6TE
Registered in England & Wales, No. 6067771
VAT GB 839 9186 67
www.kinetik.uk.com
bebetter@kinetik.uk.com
020 3397 0686
about kinetik solutions
11. Consultancy profile
• Established in 2007, kinetik solutions delivers complex change for large
organisations in the public and private sectors
• Our team consists of highly experienced consultants each with over 10 years
change management experience in blue-chip organisations or a ‘Big 4’
management consultancy
• We continually invest in learning to offer the latest thinking in transformational
change to our clients. We run regular public events on Lean learning for our
NHS clients and are members of:
- Lean Enterprise Group
- Deming Alliance
- Operational Excellence Group
- Enterprise Thinking Group
12. Our solution areas
• Complex Transformation Programmes
We make change happen in a sustainable way
• Operational Design and Improvement
Strategic design for complex processes and their implementation
• Systems Implementation
Integrating process and IT change to achieve operational effectiveness
• Facilitated Workshops
Fast, informed decision making, from strategy to continuous improvement
• Digital Content Collaboration
Creating structures for rapid delivery in digital supply chains
13. We work with a range of clients in a variety of sectors
14. Kinetik Solutions Ltd
Registered in England & Wales, No 6067771
Registered Office 16 • Wychwood Close
Edgware • Middlesex • HA8 6TE
VAT GB 839 9186 67
www.kinetik.uk.com
bebetter@kinetik.uk.com
020 3397 0686
kinetik solutions
agility to sustain change