The secrets of happiness: delivering change in a complex environment - - PowerPoint PPT Presentation
The secrets of happiness: delivering change in a complex environment Dave Lewis, Director of Business School Operations December 2018 This session Share lessons on engaging staff & delivering change Appreciative Inquiry and
Dave Lewis, Director of Business School Operations December 2018
delivering change in a complex environment
Share lessons on engaging staff & delivering change Appreciative Inquiry and continuous improvement Kotter’s 8 steps of change management Well-being and engagement during periods of
Hammer and Champy (1993), Beer and Nohria (2000) Kotter (2008), Senturia et al (2008)
The heroic leader is a myth We need a variety of change agency roles to
make anything happen e.g. leader, advocate, champion, motivator, finisher, challenger, supporter, therapist, pedant (!)
Think about who is going to help you in your
change process and what role they will play
1 in 5 of all University students are studying in the Business School
members of staff
from Academic Colleges at the University of Birmingham
tiers of management and division of PS and academic staff Hierarchical
The School has AMBA, AACSB and EQUIS accreditation visits in a month period Management Team appointed in 2017
We can learn a lot from others Increasingly organisations are more complex,
so we need to build relationships across functions
Often change requires interventions across a
School, College or University
Resignations Organic development of professional services Low trust and lack of autonomy Operational challenges Changing priorities …but change fatigue
a) Do nothing b) Establish a period of stability c)
Introduce incremental changes
d) Engage with the College programme of change e) Launch a programme of change f)
Something else
Explained our why: our vision for the future Established project leadership and advisory teams Initiated the project Communicated Advertised for a Project Officer Set four staff challenges and one major task Stop-start-change-continue exercise
Discovery
What gains life? The best of what is Appreciating and identifying good practice
Dream
What’s possible in the future? What is the world calling for? Envisioning results
Design
What should be? Shaping the ideal outcome Co-constructing the process and plan
Destiny
How to empower everyone to learn/adjust/improve? Sustaining the effort and continuously reviewing
Need to focus upon behaviours We need to know exactly how behaviours
need to be different after a change
staff promoted and 15 new hires
new posts created in strategically important areas resourced at
staff on open ended contracts
Integrated5teams into College structures with improved engagement
Staff engagement fell from 72% to 51%
– Lack of influence and control – Change management – Transparency of communication
Didn’t create a sense of urgency Didn’t set-out a clear plan Didn’t secure commitment Didn’t give ourselves enough time and resource Didn’t ‘remove the barriers’ Didn’t invest enough in myself
We need to consider our own behaviour:
– Role modelling and supporting change – The need to delegate / let go, and not over- function – Need to develop personal resilience.
Relaunch Project Happy
– Focus on increasing staff engagement and making it a great place to work
Quick Wins based on staff feedback Appreciative Inquiry:
– Recruitment to culture, Induction, PDR, Training and Development
Wellbeing strategy
1.
Have a clear process
2.
Take your time
3.
Build relationships
4.
Think about your cast
5.
Focus on behaviours
6.
Don’t ignore the positives
7.
Grasp the nettles
8.
Celebrate the victories
9.
Be kind to yourself…
P T Barnum