Date post: | 14-Apr-2017 |
Category: |
Leadership & Management |
Upload: | brightspot-strategy |
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You can’t successfully change spaces without changing your organization and
operations
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today’s objectives:1. Change management’s theoretical foundations and
benefits in order to understand and make the case for it.
2. Basics of how to structure and deliver a change management process – who’s involved, when, for how much time, lessons learned, etc.
3. Tools and techniques to be employed in the change management process, including communications planning, participatory planning processes, piloting and prototyping, and measurement and assessment.
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understand the diffusion of innovations
Internally motivated to change
Inspired by the new and influenced by the media
Adopt if practical and has been successful in practice
Jumps in when sees “everybody” is doing it
Waits until toforced to adopt
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understand the diffusion of innovations
Internally motivated to change
Inspired by the new and influenced by the media
Adopt if practical and has been successful in practice
Jumps in when sees “everybody” is doing it
Waits until toforced to adopt
Dad
MomDaughter
Son
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consider Rogers’ 5 factors of adoption1. Observability: can I see
someone use/interact with it?2. Triability: How easy is it to try
out?3. Complexity: how easy is it to
understand?4. Compatibility: how compatible
is it with what I’m already using?
5. Relative advantage: what advantage does it have over what I’m already using?
Diffusion of Innovations
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integrate change management into design
Change Management
Design
Design
Change Management
Participatory Design
By integrating change management and design in a participatory process, you can successfully address Roger’s 5 adoption factors.
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what is participatory design?
CO-CREATION
PROTOTYPING
INTERACTIVE COMMUNICATION
SELF DISCOVERY
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designing collaboration
1. leadership – separate or distributed?2. cross-departmental - collaboration? 3. cross–level – status and user understanding?
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recognize that “story is strategy”
“’Companies that don’t have a clearly articulated story don’t have a clear and well thought-out strategy,’ says Horowitz. ‘The company story is the company strategy.’”
“The Work+ program integrates the university’s technology, training and facilities expertise in a way that enables colleges and units to redesign their workplace into a variety spaces…to be as effective as possible.”
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prioritize individual work and symbolize status
example strategies
Typical academic workplace
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ExperienceMapping
Tangible Ideas
ReadThrough
Service Scripts
WalkThrough
Low-Fi Mock-Up
DressRehearsalStaff Actors
PilotReal Users
increasing fidelity
pilot types
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NCSU Hunt LibraryRefine operations and better understand infrastructure support for integrated service point
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Planned Parenthood corporate officesLeadership and organizational understanding and buy in.
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Planned Parenthood corporate officesConverting private offices into collaboration spaces
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Ad-hoc meeting with improvisational seating
Canvas offices
Rotating trial at side byside desks
Proving the idea
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Canvas post-occupancy evaluationThree hours of gained productivity time per week per person
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Promote alternative workspace strategies in new and renovated facilities
work+ overview
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Brings together the space, technology, and training needed for productive work and provides a variety of places within "neighborhood" spaces
Integration of space, HR, and IT
No longer 1 person tied to 1 desk/office
Not a "work from home" program
work+ workplace changes
Space
HR IT
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Work+ doesn’t just expect people to work differently, it gives them the tools and training to do so.
work+ training
Understanding how to organize your day to work wherever you are most productive
Assessing current filing practices and options and then creating future filing
Learning how to set SMART goals to guide work and measure progress among a mobile workforce
Learning tools for voice comms, data, and collaboration for activity-based working
Collectively establishing the norms and culture for a space in order to make the most of it
New Ways of Working
Workplace Storage
Managing Flexible Teams
Workplace Technolog
y
Workplace Norms & Protocols
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• 9,000 ASF reconfiguration in the Donhowe Building resulting in 36% increase in space utilization. Utilizes new employee engagement tools and mobile work training.
• Provide a variety of spaces to support different types of work, especially collaboration, quiet, and ad-hoc activities.
• Rejuvenates space that has not been refreshed for ~ 20 years.
OHR Work+ Demonstration Project I
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• More energizing workplace: satisfaction with the energy of the workplace went from 27% to 58% (but distractions also up slightly, by 17%)
• Sense of “One OHR” increased, with more inter-department collaboration, coming somewhat at expense of intra-department cohesion
• Perceived importance of working with colleagues increased, from 25% ranking it first to 45% ranking in first
• Staff spend their time differently, for instance ~33% less time at desk & ~50% more time collaborating informally
• Staff are saving time, including getting peer and manager feedback faster – down 69% from peers and 84% from managers
OHR Work+ post-occupancy evaluation
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activities to drive adoption
Observability Triability Complexity Compatibility
Relative Advantage
Safaris Prototypes Visioning Process Mapping
Experience Mapping
Shadowing Pilots Naming Norms Workshop
Measures of Success
Participatory design activities that will facilitate innovation adoption
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You can’t successfully change spaces without changing your organization and
operations
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three takeawaysremember Rogers’ 5 considerations
prototype & pilotpeople adopt the change they shape
ObservabilityTrialabilityComplexityCompatibilityRelative advantage