Slhi june 23 08 imp part 1
•Download as PPT, PDF•
0 likes•186 views
This is the first a presentation I did part of a presentation I did on implementation viewed through a strengths based lens. The presentation was to the St.Luke's Health Initiatives Consultant Community of Practice.
Report
Share
Report
Share
![Implementation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Enabling leadership moving from hero to host workshop marc mc laren
The document discusses enabling leadership and shifting from traditional safety leadership models. It advocates moving from constraints to facilitation, from reactive approaches to creative problem solving, from telling to listening, and from viewing the leader as a hero to seeing them as a host. This enabling leadership approach focuses on understanding performance, removing constraints, and collaborating with others instead of imposing controls. The goal is to harness people's motivation and creativity to address safety.
Insights from ohs intervention projects susan tepe
RMIT's graduate diploma in occupational health and safety (OHS) program takes an applied, project-based approach to ensure students learn critical skills. The core courses cover key OHS topics, while the capstone requires students to complete an intervention project in their field of choice. These projects allow students to apply their learning, with examples including developing induction training and addressing mental health in the workplace. Feedback indicates projects are successful when stakeholders are engaged, scope is appropriately defined, and organizational needs are met. Both students and educators emphasize the importance of flexibility and strong stakeholder communication throughout the process.
Communicating to decision makers karen wolfe
This document discusses key considerations for developing performance indicators and executive reporting on health and safety. It addresses who needs information, what decisions they need to make, and what data is relevant. The challenges of measuring injury performance and selecting appropriate key performance indicators are explored. Effective indicators should focus on both leading and lagging measures, implementation as well as effectiveness of controls, and different levels from operations to the board. The importance of asking the right questions to identify useful information for important decisions is emphasized.
AA@Work Article Final
Adaptive Action is a change process that focuses on identifying patterns of behavior in organizations in order to decide which patterns to keep, change, or amplify. It uses three questions - What? So What? Now What? - to help organizations see their current patterns, understand the implications, and decide on actions. A global client used Adaptive Action to develop a three-year strategy by identifying key patterns, discussing their implications, and agreeing on actions like prioritizing a high-growth business unit and creating workforce plans. Adaptive Action enabled the group to make significant progress in developing their strategy in just two days by focusing on patterns rather than processes.
End State: Five steps to success for transformation of complex organizations
Target Reference Model for Enterprise Business Architecture.
1) Front-line Support
2) Collaboration among Experts
3) Ecosystems for Sharing Value (shared reality)
4) Efficiency in Coordination
5) Flexible Structures
v.44b
End State: Five steps to success for transformation of complex organizations
Target Reference Model for Enterprise Business Architecture.
1) Front-line Support
2) Collaboration among Experts
3) Ecosystems for Sharing Value (shared reality)
4) Efficiency in Coordination
5) Flexible Structures
v.44a
Developing a communication plan
This document outlines a communication plan for organizational change that includes launching the plan by providing reasons for change and support, using technologies like blogs and email to accomplish the plan, evaluating effectiveness through data collection and analysis, generating feedback through surveys and interviews, addressing negative responses appreciatively and engaging employees in decision making, and how the plan should enable a smooth change for the organization.
Alliance Summit on Regional Competitiveness 2015
The document discusses how traditional hierarchical systems and strategic planning are no longer effective in today's fast-paced networked world. It introduces the concept of "Strategic Doing" as a new approach to strategy that uses simple rules to guide complex collaborations and produce measurable outcomes. Strategic Doing has been successfully used to transform engineering education at 51 universities by facilitating continuous feedback and pivoting when needed.
Recommended
Enabling leadership moving from hero to host workshop marc mc laren
The document discusses enabling leadership and shifting from traditional safety leadership models. It advocates moving from constraints to facilitation, from reactive approaches to creative problem solving, from telling to listening, and from viewing the leader as a hero to seeing them as a host. This enabling leadership approach focuses on understanding performance, removing constraints, and collaborating with others instead of imposing controls. The goal is to harness people's motivation and creativity to address safety.
Insights from ohs intervention projects susan tepe
RMIT's graduate diploma in occupational health and safety (OHS) program takes an applied, project-based approach to ensure students learn critical skills. The core courses cover key OHS topics, while the capstone requires students to complete an intervention project in their field of choice. These projects allow students to apply their learning, with examples including developing induction training and addressing mental health in the workplace. Feedback indicates projects are successful when stakeholders are engaged, scope is appropriately defined, and organizational needs are met. Both students and educators emphasize the importance of flexibility and strong stakeholder communication throughout the process.
Communicating to decision makers karen wolfe
This document discusses key considerations for developing performance indicators and executive reporting on health and safety. It addresses who needs information, what decisions they need to make, and what data is relevant. The challenges of measuring injury performance and selecting appropriate key performance indicators are explored. Effective indicators should focus on both leading and lagging measures, implementation as well as effectiveness of controls, and different levels from operations to the board. The importance of asking the right questions to identify useful information for important decisions is emphasized.
AA@Work Article Final
Adaptive Action is a change process that focuses on identifying patterns of behavior in organizations in order to decide which patterns to keep, change, or amplify. It uses three questions - What? So What? Now What? - to help organizations see their current patterns, understand the implications, and decide on actions. A global client used Adaptive Action to develop a three-year strategy by identifying key patterns, discussing their implications, and agreeing on actions like prioritizing a high-growth business unit and creating workforce plans. Adaptive Action enabled the group to make significant progress in developing their strategy in just two days by focusing on patterns rather than processes.
End State: Five steps to success for transformation of complex organizations
Target Reference Model for Enterprise Business Architecture.
1) Front-line Support
2) Collaboration among Experts
3) Ecosystems for Sharing Value (shared reality)
4) Efficiency in Coordination
5) Flexible Structures
v.44b
End State: Five steps to success for transformation of complex organizations
Target Reference Model for Enterprise Business Architecture.
1) Front-line Support
2) Collaboration among Experts
3) Ecosystems for Sharing Value (shared reality)
4) Efficiency in Coordination
5) Flexible Structures
v.44a
Developing a communication plan
This document outlines a communication plan for organizational change that includes launching the plan by providing reasons for change and support, using technologies like blogs and email to accomplish the plan, evaluating effectiveness through data collection and analysis, generating feedback through surveys and interviews, addressing negative responses appreciatively and engaging employees in decision making, and how the plan should enable a smooth change for the organization.
Alliance Summit on Regional Competitiveness 2015
The document discusses how traditional hierarchical systems and strategic planning are no longer effective in today's fast-paced networked world. It introduces the concept of "Strategic Doing" as a new approach to strategy that uses simple rules to guide complex collaborations and produce measurable outcomes. Strategic Doing has been successfully used to transform engineering education at 51 universities by facilitating continuous feedback and pivoting when needed.
wizzywatpaper
The consultant hired by WizzyWats to address issues with assembly line workers incorrectly identifying defective components did not conduct a thorough performance analysis. The consultant failed to gather data on worker motivation, training, tools available, and satisfaction with breaks/chairs before concluding fatigue was the cause. Re-training workers on component inspection was proposed as the next step, using Kirkpatrick's model of evaluating training reaction, learning, behavior changes, and organizational benefits. A planned instructional intervention involved demonstrating defective and non-defective components while encouraging discussion, then evaluating learning through practice identification and later monitoring production changes.
On bended knee marrying strategies to reduce the impact of workplace injuries...
On bended knee marrying strategies to reduce the impact of workplace injuries...Australian Institute of Health & Safety
On Bended Knee: Marrying Strategies to Reduce the Impact of Workplace Knee Injuries in a Shipbuilding Environment
The document discusses an interdisciplinary group formed at BAE Systems in Williamstown, Australia to address increasing knee injuries among boilermakers and welders. [Phase 1] examined the financial impact of knee injuries, finding over $2 million in claims. [Phase 2] identified contributing factors like kneeling, cramped spaces, and individual risk. [Phases 3-4] implemented interventions like redesigning workspaces, education programs, strengthening exercises, and new knee pads. [Phase 5] reviewed outcomes, finding a multi-faceted approach was needed to reduce injuries through both physicalEmotional Intelligence Wadhwa Thomason
This document discusses the importance of emotional intelligence in managing organizational change projects. It notes that nearly two-thirds of major changes fail and lists some common reasons for failure, including resistance to change. The summary emphasizes that while project managers can learn technical skills, adding communication skills, conflict resolution, empathy and other emotional intelligence competencies helps address the people side of change. A survey of participants found strong agreement that emotional intelligence is important for understanding employee impacts and predicting change project success or failure. The document recommends exploring how emotional intelligence training can benefit project managers and organizations.
Five Tenets of Change Management
Is there a simple way to explain to someone what change management is and why it is essential, not optional? Prosci’s Five Tenets of Change Management helps you tell a simple and compelling story about why change management is necessary for projects to deliver results and achieve objectives. The five tenets help you provide crucial context for your “what is change management?” discussions. During the webinar, you will have the chance to create your own “five tenets” story.
Communication plan
The document presents a communication plan for organizational change at Apple following the appointment of a new CEO, Tim Cook. The plan aims to inform employees of upcoming changes, transition them with minimal resistance, and adapt them to future changes through various communication methods. Effectiveness will be measured through surveys and feedback will be gathered to address employee concerns in order to better facilitate acceptance of the changes.
7 Step Guide To Successfully Managing a Change Project & Winning Stakeholders...
70% of change management projects fail! 46% of senior managers agree that communication is the biggest issue.
From initial reluctance for people to do things differently, not understanding WHY a change is being implemented, denial of requirement for change, overcoming objections is unique to each project and each organisation, language barriers in global organisations and managing change roll-out across multiple sites.
Follow this 7 Step Guide to win stakeholders hearts and minds.
Va root cause analysis for process improvement
This document outlines an eight-step model for conducting a root cause analysis to improve processes in a Division of Family Services. The model expands on the basic Define, Measure, Analyze, Improve, Control process improvement model. The eight steps are: 1) Define the problem, 2) Collect and analyze data, 3) Understand the process, 4) Identify possible causes, 5) Identify and select possible solutions, 6) Implement the solution, 7) Evaluate the effects, and 8) Communicate and institutionalize the change. This model is intended to standardize root cause analyses and provide greater detail to aid in learning and implementing process improvements.
Change management models ebook
This ebook explains what change management is about, the history behind it, its processes and how it has become mainstream in all enterprises!
Pathways to Innovation | September 2015
Pathways to Innovation represents a transformative initiative funded by National Science Foundation, led by Stanford University and managed by VentureWell.
Using the agile strategy discipline of Strategic Doing, the initiative has engaged 37 universities (soon to be 51 universities) in redesigning the undergraduate experiences in engineering. The university teams are learning how to build and guide complex collaborations needed to transform the curriculum, add new certifications, and develop new maker spaces among other things.
To learn more, contact Peggy Hosea at Purdue: phosea@purdue.edu
Implementing new technology skills guide
This document discusses reasons why technology implementation and organizational change initiatives can fail and provides recommendations. It notes that communication, leadership, unclear objectives, underestimating culture, lack of support, and lack of performance measures are six common reasons for failure. It emphasizes that adoption is an emotional decision and recommends focusing communication on work benefits, designing training, prioritizing initiatives, maintaining commitment after launch, and celebrating successes. The document advocates mapping the change journey, engaging stakeholders, identifying new ways of working, and realizing benefits through ongoing review and innovation.
Communication plan
The communication plan outlines steps to launch, evaluate the effectiveness, generate feedback, and address negative responses to organizational changes. It recommends using multiple media sources and face-to-face communication delivered by authority figures to launch the plan. Effectiveness will be analyzed through financial results, customer equity, employee performance, and integration of changes. Surveys and continued awareness efforts will provide continuous feedback, while celebrating progress and addressing misconceptions. Negative responses will be handled through education, analysis, participation, and negotiation.
The Inevitable Change - Are You Ready for the Ups and Downs?
The document discusses approaches to managing change in the workplace in light of changes brought about by COVID. It outlines a presentation agenda that contrasts top-down and bottom-up change management approaches. The presentation advocates for a combined approach and highlights lessons from COVID, including the need for continuous improvement, better data analytics, efficient planning, and increased collaboration. The conclusion recommends organizations get their processes in order, make better use of existing data, and incorporate lessons learned into future planning.
Transition & Change Management Presentation
This document provides an overview and agenda for an IT PM lunch training on business transition and change management. It discusses key concepts around change management including: defining business transition management as managing the people side of change; explaining why change management is important using models that show how resistance increases and productivity decreases without it; comparing project management and change management processes and tools; and outlining Prosci's three phase change management process of preparing for transition, managing transition, and reinforcing transition.
Making behavioural change stick - LogiKal event
Making Behavioural Change Stick - This looks at the three steps to making a change in an organisation lasting and effective.
To find out more, get in touch with LogiKal
Email: info@logikalprojects
Call: +44 (0)20 7404 4826
Change Theory in Nursing Leadership
Applying the concepts of William Bridges in a Nursing & Healthcare environment. Managing Transition, Managing Change, Leadership.
AET/560 Communication Plan
Communication Plan for Pearson Education as part of an ongoing learning team project to promote organizational change within the company. Completed as part of a graduate assignment with the University of Phoenix.
Communication Plan
Create a communication plan as a change leader to help manage communication about organizational change for the organization used in the Organizational Change Process Learning Team project.
SuccessGPS, how to measure organizational change
The success of a change is depending on people.
A lot is said / written about how to influence people.
But how do you know what all employees think about your change?
Design thinking lab final assignment
The student learned that following a systematic design thinking process is most effective for solving problems. This includes empathizing with users to understand their needs, defining the problem, ideating solutions, prototyping ideas, and testing prototypes with users through an iterative process. Specifically, the student realized the importance of empathy, creating simple prototypes, and getting direct feedback from users to develop the most useful solutions. Going forward, the student plans to apply this process at work by engaging users when making changes, at home to create harmony, and in life by understanding problems from others' perspectives to help find solutions.
Communication plan
British Airways plans to restructure their organization by reducing workforce and focusing on customer service. A communication plan will be implemented in four phases: 1) pre-change approval, 2) creating need for change, 3) milestone communication, and 4) confirming/celebrating success. Technology like email and intranet will be used to inform employees of changes, gather feedback, and address negative responses. The goal is to allow stakeholders to understand and participate in the change process.
Slhi june 23 08 imp part 1
The document discusses implementation and what factors lead to successful versus unsuccessful implementation attempts. It notes that the majority of implementation attempts fail and provides statistics on how little of training content is actually applied on the job. Several "implementation drivers" are identified as key to success, including things like coaching, facilitative supports, and decision tools. Research is presented showing that training alone is rarely enough and that coaching is critical for achieving implementation. Stages of implementation are outlined, taking 2-4 years to fully implement an innovation. Questions are posed about how to apply the lessons on implementation drivers.
Pp may 2
This document outlines six secrets to creating high impact presentations that facilitate learning. It discusses using positive psychology techniques like appreciative inquiry to focus participants and activate positivity. Presenters should establish shared learning goals by asking participants what they want to get out of the session. This helps ensure the presentation is aligned to participants' needs and prepares them to engage with the material. The techniques are meant to create an environment where flexible thinking and achievement of learning objectives can occur.
More Related Content
What's hot
wizzywatpaper
The consultant hired by WizzyWats to address issues with assembly line workers incorrectly identifying defective components did not conduct a thorough performance analysis. The consultant failed to gather data on worker motivation, training, tools available, and satisfaction with breaks/chairs before concluding fatigue was the cause. Re-training workers on component inspection was proposed as the next step, using Kirkpatrick's model of evaluating training reaction, learning, behavior changes, and organizational benefits. A planned instructional intervention involved demonstrating defective and non-defective components while encouraging discussion, then evaluating learning through practice identification and later monitoring production changes.
On bended knee marrying strategies to reduce the impact of workplace injuries...
On bended knee marrying strategies to reduce the impact of workplace injuries...Australian Institute of Health & Safety
On Bended Knee: Marrying Strategies to Reduce the Impact of Workplace Knee Injuries in a Shipbuilding Environment
The document discusses an interdisciplinary group formed at BAE Systems in Williamstown, Australia to address increasing knee injuries among boilermakers and welders. [Phase 1] examined the financial impact of knee injuries, finding over $2 million in claims. [Phase 2] identified contributing factors like kneeling, cramped spaces, and individual risk. [Phases 3-4] implemented interventions like redesigning workspaces, education programs, strengthening exercises, and new knee pads. [Phase 5] reviewed outcomes, finding a multi-faceted approach was needed to reduce injuries through both physicalEmotional Intelligence Wadhwa Thomason
This document discusses the importance of emotional intelligence in managing organizational change projects. It notes that nearly two-thirds of major changes fail and lists some common reasons for failure, including resistance to change. The summary emphasizes that while project managers can learn technical skills, adding communication skills, conflict resolution, empathy and other emotional intelligence competencies helps address the people side of change. A survey of participants found strong agreement that emotional intelligence is important for understanding employee impacts and predicting change project success or failure. The document recommends exploring how emotional intelligence training can benefit project managers and organizations.
Five Tenets of Change Management
Is there a simple way to explain to someone what change management is and why it is essential, not optional? Prosci’s Five Tenets of Change Management helps you tell a simple and compelling story about why change management is necessary for projects to deliver results and achieve objectives. The five tenets help you provide crucial context for your “what is change management?” discussions. During the webinar, you will have the chance to create your own “five tenets” story.
Communication plan
The document presents a communication plan for organizational change at Apple following the appointment of a new CEO, Tim Cook. The plan aims to inform employees of upcoming changes, transition them with minimal resistance, and adapt them to future changes through various communication methods. Effectiveness will be measured through surveys and feedback will be gathered to address employee concerns in order to better facilitate acceptance of the changes.
7 Step Guide To Successfully Managing a Change Project & Winning Stakeholders...
70% of change management projects fail! 46% of senior managers agree that communication is the biggest issue.
From initial reluctance for people to do things differently, not understanding WHY a change is being implemented, denial of requirement for change, overcoming objections is unique to each project and each organisation, language barriers in global organisations and managing change roll-out across multiple sites.
Follow this 7 Step Guide to win stakeholders hearts and minds.
Va root cause analysis for process improvement
This document outlines an eight-step model for conducting a root cause analysis to improve processes in a Division of Family Services. The model expands on the basic Define, Measure, Analyze, Improve, Control process improvement model. The eight steps are: 1) Define the problem, 2) Collect and analyze data, 3) Understand the process, 4) Identify possible causes, 5) Identify and select possible solutions, 6) Implement the solution, 7) Evaluate the effects, and 8) Communicate and institutionalize the change. This model is intended to standardize root cause analyses and provide greater detail to aid in learning and implementing process improvements.
Change management models ebook
This ebook explains what change management is about, the history behind it, its processes and how it has become mainstream in all enterprises!
Pathways to Innovation | September 2015
Pathways to Innovation represents a transformative initiative funded by National Science Foundation, led by Stanford University and managed by VentureWell.
Using the agile strategy discipline of Strategic Doing, the initiative has engaged 37 universities (soon to be 51 universities) in redesigning the undergraduate experiences in engineering. The university teams are learning how to build and guide complex collaborations needed to transform the curriculum, add new certifications, and develop new maker spaces among other things.
To learn more, contact Peggy Hosea at Purdue: phosea@purdue.edu
Implementing new technology skills guide
This document discusses reasons why technology implementation and organizational change initiatives can fail and provides recommendations. It notes that communication, leadership, unclear objectives, underestimating culture, lack of support, and lack of performance measures are six common reasons for failure. It emphasizes that adoption is an emotional decision and recommends focusing communication on work benefits, designing training, prioritizing initiatives, maintaining commitment after launch, and celebrating successes. The document advocates mapping the change journey, engaging stakeholders, identifying new ways of working, and realizing benefits through ongoing review and innovation.
Communication plan
The communication plan outlines steps to launch, evaluate the effectiveness, generate feedback, and address negative responses to organizational changes. It recommends using multiple media sources and face-to-face communication delivered by authority figures to launch the plan. Effectiveness will be analyzed through financial results, customer equity, employee performance, and integration of changes. Surveys and continued awareness efforts will provide continuous feedback, while celebrating progress and addressing misconceptions. Negative responses will be handled through education, analysis, participation, and negotiation.
The Inevitable Change - Are You Ready for the Ups and Downs?
The document discusses approaches to managing change in the workplace in light of changes brought about by COVID. It outlines a presentation agenda that contrasts top-down and bottom-up change management approaches. The presentation advocates for a combined approach and highlights lessons from COVID, including the need for continuous improvement, better data analytics, efficient planning, and increased collaboration. The conclusion recommends organizations get their processes in order, make better use of existing data, and incorporate lessons learned into future planning.
Transition & Change Management Presentation
This document provides an overview and agenda for an IT PM lunch training on business transition and change management. It discusses key concepts around change management including: defining business transition management as managing the people side of change; explaining why change management is important using models that show how resistance increases and productivity decreases without it; comparing project management and change management processes and tools; and outlining Prosci's three phase change management process of preparing for transition, managing transition, and reinforcing transition.
Making behavioural change stick - LogiKal event
Making Behavioural Change Stick - This looks at the three steps to making a change in an organisation lasting and effective.
To find out more, get in touch with LogiKal
Email: info@logikalprojects
Call: +44 (0)20 7404 4826
Change Theory in Nursing Leadership
Applying the concepts of William Bridges in a Nursing & Healthcare environment. Managing Transition, Managing Change, Leadership.
AET/560 Communication Plan
Communication Plan for Pearson Education as part of an ongoing learning team project to promote organizational change within the company. Completed as part of a graduate assignment with the University of Phoenix.
Communication Plan
Create a communication plan as a change leader to help manage communication about organizational change for the organization used in the Organizational Change Process Learning Team project.
SuccessGPS, how to measure organizational change
The success of a change is depending on people.
A lot is said / written about how to influence people.
But how do you know what all employees think about your change?
Design thinking lab final assignment
The student learned that following a systematic design thinking process is most effective for solving problems. This includes empathizing with users to understand their needs, defining the problem, ideating solutions, prototyping ideas, and testing prototypes with users through an iterative process. Specifically, the student realized the importance of empathy, creating simple prototypes, and getting direct feedback from users to develop the most useful solutions. Going forward, the student plans to apply this process at work by engaging users when making changes, at home to create harmony, and in life by understanding problems from others' perspectives to help find solutions.
Communication plan
British Airways plans to restructure their organization by reducing workforce and focusing on customer service. A communication plan will be implemented in four phases: 1) pre-change approval, 2) creating need for change, 3) milestone communication, and 4) confirming/celebrating success. Technology like email and intranet will be used to inform employees of changes, gather feedback, and address negative responses. The goal is to allow stakeholders to understand and participate in the change process.
What's hot (20)
On bended knee marrying strategies to reduce the impact of workplace injuries...
On bended knee marrying strategies to reduce the impact of workplace injuries...
7 Step Guide To Successfully Managing a Change Project & Winning Stakeholders...
7 Step Guide To Successfully Managing a Change Project & Winning Stakeholders...
The Inevitable Change - Are You Ready for the Ups and Downs?
The Inevitable Change - Are You Ready for the Ups and Downs?
Viewers also liked
Slhi june 23 08 imp part 1
The document discusses implementation and what factors lead to successful versus unsuccessful implementation attempts. It notes that the majority of implementation attempts fail and provides statistics on how little of training content is actually applied on the job. Several "implementation drivers" are identified as key to success, including things like coaching, facilitative supports, and decision tools. Research is presented showing that training alone is rarely enough and that coaching is critical for achieving implementation. Stages of implementation are outlined, taking 2-4 years to fully implement an innovation. Questions are posed about how to apply the lessons on implementation drivers.
Pp may 2
This document outlines six secrets to creating high impact presentations that facilitate learning. It discusses using positive psychology techniques like appreciative inquiry to focus participants and activate positivity. Presenters should establish shared learning goals by asking participants what they want to get out of the session. This helps ensure the presentation is aligned to participants' needs and prepares them to engage with the material. The techniques are meant to create an environment where flexible thinking and achievement of learning objectives can occur.
Slhi aug 27 08 imple part 2
This document discusses strengths-based assessment, design, and implementation approaches as alternatives to traditional approaches. It notes that traditional implementation attempts often fail between 80-90% of the time. Strengths-based approaches focus on identifying existing strengths and assets within a system rather than focusing only on needs or deficiencies. The document contrasts traditional deficit-based consulting models with potential strengths-based consulting models that engage stakeholders and leverage existing resources.
Arizona systems
This document outlines a framework for evaluating systems building in early childhood development. It identifies five elements of systems building: context, components, connections, infrastructure, and scale. For each element, it lists expected outcomes and impacts at the system level. It also provides examples of evaluation methods that could be used to assess outcomes and impacts across the different elements. The framework is intended to help define realistic expectations for results and guide the selection of appropriate evaluation approaches for systems building initiatives.
coach training march 21-2012[1]
This document outlines an agenda for a coach training meeting. The objectives are to review existing coaching knowledge and skills, practice new skills, and address common challenges coaches face. The meeting will include workshops on data collection methods, advanced coaching concepts, and challenges with adopting new practices. Guiding principles emphasize interactive learning through small group work and using multiple instructional strategies.
Az net presentation 5.2.12
This document provides an overview of Peter York's presentation on nonprofit effectiveness. The key points discussed include:
1. Different types of nonprofits, including macro nonprofits focused on policy/advocacy, micro nonprofits providing direct services, and hybrid organizations.
2. A model for organizational effectiveness with four core capacities: leadership, management, adaptive, and technical.
3. A lifecycle model showing how organizations progress through stages of developing their core program, infrastructure, and impact expansion.
4. Factors that influence organizational sustainability, including leadership, program capacity, and adaptability.
5. Strategies for strategic learning, including listening to clients, quantifying and qualifying data
Strategic Implementation
This document discusses key aspects of developing and implementing an organizational performance management system, including defining key result areas (KRAs), setting objectives and goals, measuring performance, reviewing progress, evaluating performance, and providing rewards. It emphasizes establishing 3-5 specific and measurable KRAs per role that capture 80% of responsibilities. Performance management systems aim to increase the likelihood employees will achieve organizational objectives through goal setting and regular feedback.
Viewers also liked (7)
Similar to Slhi june 23 08 imp part 1
Train to Ingrain Presentation
The survey results show that the company needs improvement in developing leaders and supporting employee development. Less than half of employees feel the company identifies and develops high performers (46%) or has processes to ensure future leaders (36%). Even fewer agree that supervisors have the skills to support direct reports' development (29%) or effectively resolve workplace conflicts (43%). Only 38% feel supervisors communicate expectations well. The document discusses challenges with transferring training to on-the-job performance. There is often a lack of accountability and follow-up after training. Long-term behavior change requires ongoing reinforcement through activities like follow-up discussions, support groups, and feedback from managers.
Organizational Diagnosis
The document discusses various organizational diagnosis and change models including McKinsey 7S model, Weisbord 6-box model, and systems theory. It also discusses the reflective learning model and how it is used in organizational diagnosis and change processes. Traditional problem-solving approaches are contrasted with solution-focused approaches like appreciative inquiry.
Understanding and Implementing Organizational Change
This document outlines an agenda for a two-day workshop on organizational change management. The workshop will cover what organizational change management is, why it is important, and the five pillars of successful change: communication, sponsorship, stakeholder management, readiness, and training. It will discuss how to assess an organization's change readiness, provide templates and tools for managing change, and review methodologies like PROSCI. The goal is for participants to understand how to plan and implement organizational change by recognizing the human factor and utilizing best practices in change management.
Change Mgmt Secrets - SeeChange - InsideNGO Ann Conf 14
This document discusses change management strategies for IT systems deployment. It outlines the typical lifecycle for an IT deployment project including requirements analysis, evaluation, design, implementation, deployment, and full implementation. It emphasizes embracing rather than resisting change and exploring different perspectives on change. Key success factors for change management include taking a holistic and strategic approach, collaborating with stakeholders, being patient and persistent through potential resistance, and achieving results. Stakeholder assessment and facilitated sessions are recommended for collaboration. The stages of change including denial, resistance, exploration and commitment are outlined along with communication strategies for change leaders. Proof-of-concept is presented as a key tool for managing change.
Human performance technology (hpt)
Human performance technology (HPT) is a systematic approach to improving organizational performance by analyzing and addressing performance gaps, causes, and solutions. It involves a seven-step process of setting goals, assessing current performance status, analyzing gaps, identifying performance causes, selecting interventions, implementing solutions, and evaluating results. HPT focuses on outcomes, takes a systems view, and establishes collaborative partnerships to add value through a strategic process for analyzing and solving performance problems.
Training as part of Lean Change Management
This document outlines an approach to training as part of lean change management. It discusses developing a learning plan for changes by identifying what people currently do and are important to them. It also provides a risk-based approach to determining training needs based on factors like complexity of changes, criticality of processes, and audience. The document describes different types of training like pre-job briefings, computer-based training, instructor-led training, and on-the-job training that may be suitable depending on needs. Templates are provided to analyze training needs, performers, and evaluate training effectiveness as part of managing changes.
Change Management 2004
1. Change management is crucial to the success of any CRM project as it focuses on addressing the behaviors, attitudes, and culture within an organization.
2. An effective change management plan involves formalizing the process, defining the program, establishing management structure, communicating to stakeholders, and involving people to create champions of change.
3. Key components of change management include understanding the business, people, process, and technology dimensions of change and having a plan to address each area.
OCM-Slide-Deck-Moore-and-Chan.pdf
This document outlines an agenda for a workshop on organizational change management. The workshop will cover what organizational change management is, why it is important, and the five pillars of successful change: communication, sponsorship, stakeholder management, readiness, and training. It will discuss how to assess an organization's change readiness and provide templates and tools to develop a change management strategy and plan. The objectives are to help participants understand organizational change management, recognize the human factor in change at the organizational level, and learn fundamentals, tools and templates to plan and implement change initiatives.
What it takes to Change
The document discusses the key components needed for successful and sustainable process improvement through lean implementation. It summarizes lessons learned from championing a lean implementation at a manufacturing facility. The key points highlighted include the need for alignment, having the right team, clear commitment from management, consistent and constant communication, consistent discipline, focusing on the biggest problems, and having an aligned rewards and recognition system. Celebrating small wins and what employees are proud of is also important.
Harnessing Discretionary Performance(Written by H. G. Buschang,
Harnessing Discretionary Performance
(Written by H. G. Buschang, HGB Associates)
Leaders of high performing organizations are especially adept at creating an environment that helps people feel good about doing a good job. The basic elements characterizing high performing organizations are deceptively simple. They are easy to understand and are almost intuitive. However, their implementation and institutionalization require forethought, planning and effort, and in most cases, significant changes in behavior. To harness Discretionary Performance, the following model may be helpful.
D irection
Can Perform
A bility
C competence
O pportunity
M easures
F eedback
WWant to Perform
(Motivation)_
C onsequences
Let’s briefly look at each of these in a bit more detail.
“Can Perform” – The following elements are necessary for people to know “what” to do and to create the capacity for them to do it.
D – Direction – If you are unaware of the expectations, you may not perform as expected. Also, if the direction is not clear, confusion can result. You may not draft a report if you did not know it was expected, you may not perform as expected if there are three conflicting priorities or unstated interpretations of ‘doing a quality job’ (such as customer responsiveness, speed and accuracy). Common elements may include:
· Clarity of shared Vision, Mission, Principles/Values
· Articulation and alignment of Strategy, Initiatives, Goals and Objectives
A – Ability - This refers to the physical capability or ability to perform the tasks required by the change. You cannot run a 2-minute mile, you cannot have concurrent meetings in two locations, you cannot climb 40 stairs with heavy equipment if you have a broken leg.
C – Competence – Does the organization have the Technical, Interpersonal, Work Management and Leadership skills necessary to achieve the Vision of the organization? If you were switched to a new software application or hardware platform, if you are expected to lead a project or team or if you asked to present to a large audience, you might lack the skills or knowledge required to successfully meet the new demands.
O – Opportunity – There are many dimensions that relate to this item. You may not have the time or resources (people, materials or funds), or you may not have the processes, information or authority to adopt the new changes. In this case, perception may be as strong a resistance point as reality. Another way to think about “Opportunity” is to consider whether people have the necessary resources and support to accomplish their goals.
“Want to Perform” (Motivation) – The following elements are necessary for to create an environment in which people “want to” perform at high levels. Leaders have the responsibility to create an environment in which people want to do their best every day. Once you have the direction, ability, competence and opportunity you still might not have the interest or drive to do your best. You do not see the W-I- ...
Reaching agility: Why aren't we done yet?
This document discusses challenges with agile transformation and provides advice. It outlines four common issues that make transformation difficult: not understanding the problem being solved; applying one-size-fits-all solutions without understanding organizational context; underestimating the challenge of changing culture and mindsets; and expecting a clear end point to transformation. The document advises focusing on outcomes over outputs, using agile principles to guide the transformation, and continually adapting as contexts change. The overarching goal of reaching agility is to create an environment where teams can joyfully deliver customer value.
Hr Lean.Ppt Rev Final.Ppt To Ac
The document discusses the role of HR in supporting lean transformation efforts. It identifies five key variables for successful lean transformation: 1) developing teams, 2) calculating and communicating metrics, 3) ensuring communication across the organization, 4) clarifying employee roles, and 5) celebrating successes. The document provides recommendations for how HR can help develop these variables, such as establishing lean leadership development programs and reward structures that encourage teamwork over individual performance.
Innovate and Integrate Panel Session
We’re currently gathering the wisdom of the champions who have had success in embedding innovative practices in their organisations. Several of these champions will be taking part in the panel session.
Join us for a fun, fast moving and engaging live event where you can listen to words of wisdom from our Australian champions about the processes, the tools and their achievements in Innovation and Integration.
Carole McCulloch will be facilitating this event as the provocateur – Carole invites you to send in your questions to the wise, prior to the event. Look for the Innovate and Integrate discussion thread at: http://networksevents.flexiblelearning.net.au
Business Agility and Organisational Learning
Many companies facing the dilemmas of business change, tries to adopt Agile methods and practices in order to achieve the benefits of Agile. However, all they end up with is the "Cargo Cult". This is due to their short term pursuit to achieve quick productivity gains to stem the delivery chaos which is inherent in a traditional delivery model. They fail to realise that any change effort has to start with people; as it is the culture that will determine the sustainability of the change.
In this presentation I will take you through the concepts of business agility and organisational learning and how a focus on culture can help the organisations to become more competitive overtime.
You Built It They Will Come_webversion092010
Everybody loves creating courses and solutions...but many of us sort of lose interest when it's time to implement. This presentation - via a true-life case study - offers 7 tips to ensure that you get the results you hoped for and you avoid the traps that cause many solutions to fizzle.
2019 et (c) understanding an ocp print
This document summarizes an employee engagement platform called EmployeeTalk. It has been in business since 2011 and provides an open communication platform (OCP) for industries. The platform allows for anonymous employee dialog to improve business initiatives, has a single administration system that taps internal expertise, and changes company culture to be more performance-driven and accountable. When acquiring EmployeeTalk, customers will receive platform access, assistance building their system for contributions, setup and training on reports, help developing engagement initiatives, suggested questions, launch assistance, and sharing of best practices.
Change management ppt @ bec doms bagalkot mba
This document discusses change management. It defines change management as consisting of managing change from a reactive or proactive stance, as a professional practice with varying skills between practitioners, and as a body of knowledge including models, methods, and tools. It also discusses leading and facilitating change, barriers to change like resistance, and the importance of an individual and organizational perspective in change management. The 8-stage process of creating major change involves establishing urgency, building a team, creating a vision, communicating the vision, empowering others to act, generating short-term wins, consolidating gains, and anchoring new approaches.
Introduction to Lean and PDSA Thinking
This document introduces Lean thinking and the PDSA (Plan-Do-Study-Act) method. Lean focuses on maximizing value for the customer while minimizing waste. The benefits of Lean include stability, organizational vitality, and respect for people. PDSA is Lean's version of the scientific method for testing changes by planning a change, doing it, studying the results, and acting on what is learned. The document provides details on how to structure each component of a PDSA cycle, including defining the problem, setting goals, analyzing root causes, developing countermeasures, experimenting, studying outcomes, and adjusting for continuous improvement.
Business Learning Strategy
Strategic approach to learning and development efforts that aligns with the business and produces measurable results.
Data Driven Decision Making Presentation
The document discusses how to implement a data-driven decision making process that drives cultural change at community colleges, noting that such a process requires defining value for all stakeholders, collecting and analyzing relevant data to identify issues and root causes, and using the findings to implement changes that are evaluated through post-testing to determine effectiveness.
Similar to Slhi june 23 08 imp part 1 (20)
Understanding and Implementing Organizational Change
Understanding and Implementing Organizational Change
Change Mgmt Secrets - SeeChange - InsideNGO Ann Conf 14
Change Mgmt Secrets - SeeChange - InsideNGO Ann Conf 14
Harnessing Discretionary Performance(Written by H. G. Buschang,
Harnessing Discretionary Performance(Written by H. G. Buschang,
Recently uploaded
How to Manage Your Lost Opportunities in Odoo 17 CRM
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Chapter 4 - Islamic Financial Institutions in Malaysia.pptxMohd Adib Abd Muin, Senior Lecturer at Universiti Utara Malaysia
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
PCOS corelations and management through Ayurveda.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
clinical examination of hip joint (1).pdf
described clinical examination all orthopeadic conditions .
Thesis Statement for students diagnonsed withADHD.ppt
Presentation required for the master in Education.
Main Java[All of the Base Concepts}.docx
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Fix the Import Error in the Odoo 17
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
RPMS Template 2023-2024 by: Irene S. Rueco
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...National Information Standards Organization (NISO)
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.A Survey of Techniques for Maximizing LLM Performance.pptx
A Survey of Techniques for Maximizing LLM Performance
Recently uploaded (20)
How to Manage Your Lost Opportunities in Odoo 17 CRM
How to Manage Your Lost Opportunities in Odoo 17 CRM
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...
Thesis Statement for students diagnonsed withADHD.ppt
Thesis Statement for students diagnonsed withADHD.ppt
Group Presentation 2 Economics.Ariana Buscigliopptx
Group Presentation 2 Economics.Ariana Buscigliopptx
Liberal Approach to the Study of Indian Politics.pdf
Liberal Approach to the Study of Indian Politics.pdf
Film vocab for eal 3 students: Australia the movie
Film vocab for eal 3 students: Australia the movie
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
A Survey of Techniques for Maximizing LLM Performance.pptx
A Survey of Techniques for Maximizing LLM Performance.pptx
Slhi june 23 08 imp part 1
- 1. SLHI June 23, 2008 Cassandra O’Neill www.wholonomyconsulting.com
- 6. The majority of implementation attempts are NOT successful
- 8. Implementation Attempts – slide 2 About 10% of what is taught in training gets transferred to the job R. W. Rogers, 2002
- 9. Implementation Attempts – part 3 "Up to 70% of the failures in business are not due to poor strategy or a lack of good ideas, but to flawed execution." R. W. Rogers, 2002
- 18. Implement Innovations Effective intervention practices + Effective implementation practices = Good outcomes for consumers
- 20. INTEGRATED & COMPENSATORY CONSULTATION & COACHING STAFF PERFORMANCE EVALUATION FACILITATIVE ADMINISTRATIVE SUPPORTS RECRUITMENT AND SELECTION PRESERVICE TRAINING SYSTEMS INTERVENTIONS What Does Work? Implementation Drivers DECISION SUPPORT DATA SYSTEMS
- 21. Joyce and Showers, 2002 OUTCOMES (% of Participants who Demonstrate Knowledge, Demonstrate new Skills in a Training Setting, and Use new Skills in the Classroom) TRAINING COMPONENTS Knowledge Skill Demonstration Use in the Classroom Theory and Discussion 10% 5% 0% ..+Demonstration in Training 30% 20% 0% … + Practice & Feedback in Training 60% 60% 5% … + Coaching in Classroom 95% 95% 95%
- 26. What Does Design have to do with it? Who determines the design?
- 32. 21 st Century Solutions lie within the intersection of and interaction between Sufficiency Paradigm Dynamical Human Systems Non linear Brain/Neuroscience findings Strengths and Resiliency Building
- 33. 21 st Century Solutions DO NOT Lie within the intersection of Scarcity Paradigm Linear and Mechanistic Systems Deficit Approach
- 34. Community Readiness Model developed by Edwards, Jumper-Thurman, Plested, Oetting & Swanson (2000) No Awareness Denial Vague Awareness Initiation Stabilization Preparation Preplanning