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Management of Change Gareth Holsgrove February 2014
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Managementof Change
Gareth HolsgroveFebruary 2014
Management
• A manager is a person responsible for running all or part of a business or organization• A manager must also be a leader
Management of change
• Factors in successful change management include:–The nature of the changes to be made–The impact of the proposed changes on:• People involved• Other people• The organization
Management of change
• Nature of the changes–Usually to improve
efficiency/save money–Might involve reducing staff
and/or increasing workload
Management of change
• Nature of the changes–Can also be aimed at making
work easier (eg reducing paperwork)–Or changing the management
structure
Management of change
• Impact of the changes–On the people involved:•More work to do/more responsibility•Less support•Less funding
Management of change
• Impact of the changes–On the people involved:•Can be positive, negative or a combination of both
Can also be seen as a threat and lead to antagonism and resistance
Management of change
• Impact of the changes–On other people (eg patients,
carers, taxpayers):•Might save time and money•Might cost more time and money
Management of change
• Impact of the changes–On other people (eg patients,
carers, taxpayers):•Can be positive, negative or a
combination of bothAgain, might be criticised and resisted
Management of change
• Impact of the changes–On the organization:•Might make it more effective•Might make it less effective
Management of change
• Impact of the changes–On the organization:•Can be positive, negative or a combination of both
Management of change
• In the present-day NHS change might be:–National–Regional (eg Trusts)–Local (service)
Management of change
• So the reasons for and nature of changes can vary considerably, eg:–National changes:• Usually political• Local managers have practically no input
Management of change
• So the reasons for and nature of changes can vary considerably, eg:–Regional changes:• Usually political/financial• Local managers might have some input
Management of change
• So the reasons for and nature of changes can vary considerably, eg:–Local changes:•Might be the consequences of national or
regional changes• Local managers will have some input
Management of change
• So the nature and impact of change can vary considerably• The involvement of local
managers in deciding on the changes can vary considerably
Management of change
• Therefore, local managers might be managing change that they contributed to, or that was imposed externally
Management of change
• Therefore, local managers might be managing change that they contributed to, or was imposed externally (and that they might disagree with!)
Management of change
• It is easier to manage change that you have contributed to formulating
Management of change
• So try to involve as many stakeholders as you can in discussing and formulating change
Management of change
• The interface between managers and the organization is important
(Pettigrew, 1985; Tay and Heracleous, 2001; Holsgrove, 2011)
Management of change
• So demanding change in an authoritarian manner is unlikely to succeed in the long run –
LEAD the team, don’t bully them!
Management of change
• Change may bring advantages and disadvantages; threats and benefits
Management of change
• So try to generate enthusiasm about the benefits, but recognise and respond appropriately to the threats
Management of change
• Steps in the management of change:
1.Do your research – find out what is required and why (in local change, this might include consultation etc)
Management of change
2. Engage with the team:• don’t be secretive• don’t lie• don’t spring unpleasant
surprises
Management of change
3. Emphasise the advantages and benefits – generate enthusiasm
Management of change
4. Listen to and respond appropriately to concerns
Management of change
5. Try to take everybody with you
Management of change
5. Try to take everybody with you(in reality, you will probably not be able to do this, but at first you must try)
Management of change
Dealing with individuals who are opposed to or resist the changes
Management of change
a) Listen to their concerns and try to address them
b) Explain the reasons and nature of the changes and that you need their support and co-operation
Management of change
c) Consider giving them responsibility for some aspect(s) of the change
d) If they agree to take responsibility SUPPORT THEM
Management of change
If all else fails, sideline them to prevent them from jeopardising the whole project
Management of change
If all else fails, sideline them to prevent them from jeopardising the whole project (NB – this is not what some older management books etc recommend, but it saves time and effort and it works! {Holsgrove, 2011})
Management of change
Summary
Management of change
Summary• Change can be for national,
regional or local reasons• Most changes have both
benefits and threats
Management of change
Summary• Threats can lead to
antagonism, resistance and possibly confrontation this must be dealt with quickly and appropriately
Management of change
Summary• Involve as many stakeholders
as possible• LEAD the team, don’t bully
them!
Management of change
Summary• Generate enthusiasm• Delegate appropriately (more on
this after the break)
