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DOC’s Changing World Avon Adams Manager, Communications

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DOC’s Changing World Avon Adams Manager, Communications. Types of Organisational Change. Developmental Transitional Transformational. Change Programme Success Rates. 75-90% of change projects fail to deliver Only 40% or projects time, budget or quality goals - PowerPoint PPT Presentation

Slide 1

DOCs Changing World

Avon Adams Manager, Communications#Good morning.

Interesting morning.Im going to talk about the theory and the change literature how we can learn ways to approach Transformational change and the role of comms in delivering successful changeAnd then how DOC did it what we got right and lessons to be learned


Types of Organisational ChangeDevelopmentalTransitionalTransformational

#Developmental change is small incremental steps Transitional dismantling the old state and rebuilding the new in a series of steps it involves discontinuity/ stopping what were doing; change in assumptions a willingness to work with complexity.

E.g. Airline operations new competitor need to rethink operations

Transformational change requires a change in mind set, behaviours and ways of working. To be successful it requires a cultural paradigm shift. this is the biggie

It requires change in 4 key areas:

Organisation and its visionThe people who are part of the organisation numbers, skills, attitudes, behaviours etcServices the organisation deliversProcesses involved in delivering the services.

Many of these going on in public sector at the moment Better Pub Services = Transitional MFAT, Min Science and Innovation formed 2011 closed 2012 ; MBIE, Justice ?? = Transformational

Very complex and need to be undertaken with care!2

Change Programme Success Rates75-90% of change projects fail to deliverOnly 40% or projects time, budget or quality goalsUnderestimation of complexity a factor in 35% of project failureBiggest barriers are people factors

Communications is key to people factors#5Biggest barriers to change are the people factors Changing mindsets and attitudes 58% fail

Corporate culture 49%.

Lack of senior management support 32% not on board.

Communications is the key to the people factorsand leads to overall business success

71% of global CEOs rank employee engagement as vital to organization success ( Harvard Business Rev; PwC; )

Effective employee communication is a leading indicator (i.e. It leads financial performance) of financial performance and a driver of employee engagement. Companies that are highly effective communicators had 57% higher total returns to shareholders over poor communicators 20% market premium.

See Watson Wyatt 2005-6; Towers Perrin, = Towers Watson and Melcrum

3Awareness : to know change is necessary but not What or HowUnderstanding : possible resistance to changeBuy-In : to understand and buy into the new vision; to accept and contribute to change => positive attitudeTimeEngagementEngagement : to actively participate and contribute to change and to incite others to engage in changeUnawareThe appropriation of change: a gradual processCommunication: a Lever of Change

#The communication plan key to taking people across the divide between old world and the new world and helps resist change by ensuring a common understanding of the :

need for change - whats the Vision? Why am I being put through this ?impacts - how will this affect me? Will I have a job, will my friends have a job, will I have to move location/ kids schools/ partners job etcbenefits (whats in it for me factor) as well as the process which will lead to the change implementation - what do I have to go through to get there?

While taking into account the context, communication maximises the change implementations success by generating the stickiness and mobilises stakeholders to own the change and champion it.

Talk about Billy goats Gruff. - need for change, impact, and benefits. We need to hold their hands to cross the bridge. Cos its scary!4

AnxietyCan I cope ?

Anger or ElationAt Last somethings going to change!

FearWhat impact will this have?How will it affect me?

ThreatThis is bigger than I thought!


Gradual AcceptanceI can see myself in the future

Moving ForwardThis can work and be goodHostility

Ill make this work if it kills me!!

DenialChange? What Change?

DisillusionmentIm off!! this isnt for me!DepressionWho am I?Can I do this?Reacting to ChangeTime #5We need to understand where our people are on the change curvethey will be in different places..... Staff have to get their heads around the change, why, when, what, how .....

John Fishers interpretation of Kubler Ross which looks at the stages of personal transitionpeople to be able to identify themselves within the new world People dont necessarily go through the change curve at same pace some go backwards and forwards as they digest the impact.....Anxiety usually because individuals are unable to picture the future importance of the vision to focus on/motivate Happiness Can be relief that things are going to change and that someone else sees your viewpoint on how things are being done and now they are going to act on it. but manage expectationsSome people hunker down BBC creative future If people decide that their own values/preferred ways of doing things have no place in the future they can become disillusioned a sign of this is that they are doing the bare minimum or they could indeed resign. Or they can resolutely continue to work in the old way even if there is no successful outcome.

Fisher argues that the role of the manager is to help people move through the curve as painlessly as possible. Managers are crucial change agents.. Focus on getting then on board first they need to lead the change.

Leading Through Change

#Role of mangers in leading the change.. Leaders must sponsor and champion the change and publicly demonstrate their commitment.

Communicate clear and compelling vision and business case for change

Involve people in the change process / do it with them, not TO them - they want active role in determining their own future / building the change

Managers need to Sort out yourself first understand the vision, the need to change and the story for change, before u try to engage your teams. need to --- Inform, direct, coach, model new way walk the talk, facilitate and seek involvement and empowerTo do this well they need to know where staff are up to.. Their current understanding. Of the change.6Change Communications Gap AnalysisCurrentDesired outcomeGapsKnowWhat knowledge do people currently have What knowledge to you want them to haveWhat are the gaps in thinkingThink/feelHow do people currently feel?How do you want people to feelWhat are gaps in attitudesDoWhat behaviour do people currently displayWhat behaviours do you want people to displayWhat do people need to stop/start /do differently#Undertake a gap analysisWhat do people know what do we want them to knowWhat do they think or feel what do we want them to thinkHow do they behave - how do we want them to behave

Develop interventions to take them to the place we want them to be develop the behaviours needed for new org.. 7

Managing the Transition Engage Minds and Hearts Explain the need for changeCreate a clear and compelling storyUnderstand those impacted/involved Plan to engageDrive engagement

#Build relationships with your staff.. Understand what they are going through and help them through it.

Why is change necessary anyway? Our current structure and culture wont help us increase conservation without a lot more moneyUnderstand all your stakeholders whos impacted and whos involved might be different. Managers are often conflicted and asked to lead change; staff retained feel guiltyPlan to engageThis is a dynamic and adaptive process lots of listening, and responding to needsContinue to drive engagement

This is an iterative process, dynamic, changing as needs change. Listening is Key Build understandingExplore implicationsRaise red flagsFeedback to leadership pulse checks or focus groups, Reach agreements/ negotiate around the edges..Resolve/mediate disagreementsCelebrate success


8.5 million ha of Public Conservation Land 30% of NZs land area14 National Parks including 9 Great Walks 34marine reserves 1.28 million ha6marine mammal sanctuaries 2.4 million ha2,800 threatened species970huts330campgrounds24 visitor centres14,000 km of track2,200 km of road4,000concessionaires32,000volunteer days per yearConservation at a Glance #9Conservation at a glance - these statistics show the scale of the work DOC manages.Established 1987 from New Zealand Forest Service, Department of Lands and Survey, Wildlife Service, Archaeology Section of the New Zealand Historic Places Trust and other government agencies

Dark green on the map is public conservation land.Lighter green are national parks.

We have around 1,600 staff and $335 million per year in public funding.

With these resources DOC manages 8.5 million hectares of public conservation land on behalf of New Zealanders about 30% of NZs land area. DOC is able to actively manage about one eighth of New Zealand's conservation land and about 200 of the 2800 threatened species.

VisionNew Zealand is the Greatest Living Space on Earth#Greatest place in which to liveGreatest place for living species.

Envisages a sustainable NZ environmentally, economically, socially, culturally this is what we want to achieve. More than saving species.

The need for change. To save all the threatened species would cost more than the health budget has to be another way

It recognises that the environment underpins the nations social, economic, and cultural, health and wellbeing.

Primary products particularly depend on the good sand services provided by the environment fresh water, clean air, tourism, forests, fibre..etc10

Reasons for ChangeAll Ne

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