Jonathan Prescott December 13 th 2013 Change Management Attempts to implement planned change face numerous barriers but using a framework proactively rather than retrospectively can help eliminate some of the potential problems and address and act on others Mitchell 2013 ID: 600358
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Slide1
Change Management & Stakeholder engagement
Jonathan Prescott – December 13
th
2013Slide2
Change Management
“Attempts to implement planned change face numerous barriers, but using a framework
proactively
rather than
retrospectively
can help eliminate some of the potential problems, and address and act on others.” (Mitchell, 2013)Slide3
Change Management
Lewin’s
Three-Stage Process of
ChangeSlide4
Refreeze
Change
UnfreezeSlide5
Change Management
C =
David
GleicherSlide6
Change Management –
how do we approach it?Capabilities within your change team – what you need!The ability to facilitate changeStrategic thinking Conceptual and analytical abilitiesThe ability to influence others
Coaching skills
Project management skillsCommunication skillsSelf management skillsThe ability to facilitate meetings and workshopsThe ability to lead professional development activitiesSlide7
Initial aims / objectives
Enable medical staff to treat other patients – ‘Flow on effect’
Provide safe, rapid and appropriate physiotherapy input and management to these particular patients
Reduce waiting times for Triage Category 4 and 5 patients with musculoskeletal conditions. (e.g. soft tissue injuries, simple fractures and back pain
)
Challenges or Barriers
Change Management -
how did we approach it?
Develop a business case for expansion of the service
Limited resources – need to make it count
Build capacity within the physiotherapy team in order to implement the service in a way that would be sustainable in the long term
Implementing the new service into a well established team environment. Competing aims with other health professionals.Slide8
Enablers or Opportunities
Opportunity to showcase expertise / skill set
Organisational
need… KPIs, Waiting Times, LOS Targets
Strong support from the CEO, AH Director, Emergency Director
Clear Vision / Plan
Stakeholder Engagement
Executive Sponsorship
Change management mechanismsSlide9
Change Management –
how do we approach it?Change management activity (20 mins)
Initial Aims
Challenges or BarriersEnablers or OpportunitiesFeedback and summationSlide10
Change ManagementSlide11
Who? Why? How
?
Stakeholder engagement, Identification and ManagementSlide12
Stakeholder engagement, Identification and Management
A stakeholder
can be defined as
any person
, or
group
, who has an
interest in the project
or could be
potentially affected by its delivery or outputs
.
(Brownfield 2007)
Who? Slide13
Why?
“Stakeholder engagement should be at the heart of any ‘sustainable development’. Without engaging stakeholders, there can be no common enduring agreement, ownership or support for a particular project.”
(Brownfield 2007)
Stakeholder engagement, Identification and ManagementSlide14
Why?
Stakeholder Engagement,
Identification
and Management
Improved personal and/or working relationships
Changed perceptions (for the better)
Improved communication channels
Promotion of a wider circle of responsibility for decisions and actions - active citizenship
Agreement on purpose and direction (i.e. buy-in) of a project or programme
Early identification of potential issues, conflicts and benefits
Generation of new ideas
Formation of new formal partnerships
Diffusion
of conflict situations before these impede progress
Local
support and goodwill fostered for a new idea or initiative
Increased community cohesion and strengthened shared identitySlide15
Stakeholder
IdentificationHigh influence/High Involvement
These people are key to the process. High Influence/Low Involvement
Care
should be taken with this group,
particularly
if their interests conflict with those of high involvement stakeholders.
Low Influence/High Involvement
Key
to the process. Participatory Approaches
can
empower them to increase their
influence.
High influence/
Low involvement
High influence/
High involvement
Low influence/
High involvement
Stakeholder Engagement and Analysis (
Johari’s
Window)Slide16
Stakeholder Identification
Cont..
Stakeholder list:
PhysiotherapistsOrthopaedic
Surgeons
Community
Patients
Local GP’s
Administration Staff
High influence/
Low involvement
High influence/
High involvement
Low influence/
High involvement Slide17
How?
Engaging Stakeholders?
Communication…
Strategy & PlanSlide18
High communication richnessSlide19Slide20
Managing Key
StakeholdersRegular reporting on progress/issuesRegular reporting on risk register
Seeking stakeholder input where appropriate
Consult to seek a resolutionPublishing the results in a wide organisation contextActive listeningSlide21
Stakeholder Engagement and ManagementSlide22
Stakeholder Identification,
Engagement and ManagementImplementation site stakeholder activity (15
mins
)Stakeholder identification, analysis and managementFeedback and summationSlide23
Stakeholder Identification,
Engagement and Management
What are the specific target groups/audiences
that will be impacted by this change? Where do they fit on the
Johari
window…
Who might be able to help us the most?
(Advocates, early adopters)
Who might present the most resistance
?
Group Activity
High influence/
Low involvement
High influence/
High involvement
Low influence/
High involvement