surviving a change management project - loretta gibson, university of bath
TRANSCRIPT
Surviving a Change Management Project
Loretta Gibson, University of Bath
University of Bath Change Management Tool Kit
http://www.bath.ac.uk/hr/learning/change-kit/
Change Management Guidance
- Restructuring – major or minor - might include redundancies or changes to job roles
- Implementing new processes or systems
- Environmental changes eg relocations, office moves, moves to open-plan
- Changes to working practices, changing office hours
- Any other examples?
Changes that impact on employment conditions/contracts or may result in redundancy will probably require consultation
Examples of change projects in HE:
The School Reception office hours task
The Elevator Pitch
Understand how change will impact others and how they may react, and how YOU may react
Believe in yourself and what you are doing
Be as prepared as possible
Demonstrates how we as individuals, react to change and typically what phases we go through, until we accept the change.
Using the blank curve and words provided on your tables, place each emotion where you
think it belongs on the curve
The Change Management Curve
Responses to Change
People respond
differently to change:
What can influence an individual’s perception of the change you are implementing?
People respond differently to change:
Expect the unexpected – try to foresee any unexpected consequences
What might some unexpected or unintended consequences be of changing office hours?
Be prepared:
Be Prepared:
So do your research….
- Consult with stakeholders – Tool kit page 5
- Use data and stats
Survey results, student complaints, staff complaints, benchmark with other
institutions , feedback from 121s or team meetings
Be Prepared:
Clearly articulating your vision is critical!
Consistent messages (check with HR)
Plan ahead for your consultation meetings
Expect the unexpected
Provide regular updates
Communication
Make sure you have senior staff on board before you start
Be consistent, fair and equitable
Be prepared to listen to good ideas through consultation to ensure it is a truly genuine process, without compromising on the non-negotiables
DO:
… sometimes you might just get it wrong…
Be prepared:
Have someone objective who can be a sounding board
Have a communication plan and use it!
Expect to see the best and the worst of human behaviour
– be brave and be strong!
DO:
Compromise on the non-negotiables
Be bullied or harassed by saboteurs
Take it personally, no matter how hard that can be!
DON’T:
- I would be better prepared for the unexpected… pre-empt the kinds of issues likely to be raised by doing more research
- I would have more data and stats on hand
- I would ensure I had full academic and HR support before I started
- I would grow a thicker skin!
What would I do differently next time?
REMEMBER:
