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REVIEW OF NURSING IN THE COMMUNITY

PROGRAMME BOARDPLANNING EVENT

WELCOME

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Personal Introductions

• Name

• Role

• Why You Are Here

• Expectations from This Event

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Supporting The ProgrammeImplementing Change

Kevin MartinEugenio Grandi

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Main Aims

1. To describe Quarto’s experience and approach to supporting clients in change projects

2. To clarify Quarto’s role in supporting the Nursing In The Community Programme from both a National and Development Site perspective

3. To overview our approach to this project and way forward

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Agenda

1. Brief Introduction To Quarto

2. Some Programme Specific Challenges

3. Proposed Support Process

4. The Way Forward

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Brief IntroductionTo Quarto

1

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Brief Introduction To Quarto

• Working internationally with clients and change since 1985

• Experience of major change projects in a number of sectors

• Experienced Team who have worked with us for many years

• Developed our own Intellectual Property and “shared language” for change

• Work at all levels of the organisation to achieve change

• Proven track record

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Philosophical Underpinning

• Whilst change programmes may be strategised at senior executive levels, they are implemented by staff operating at the interface with “customers and clients”

• Change, in order to be successful relies on clarity of vision, effective communication and clear leadership

• Consistent outcomes rely on an effective set of shared values and behaviours which are accepted and implemented right across the programme

• Staff need to be able to deliver the required behaviours. This requires competency development to support the change process

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From Agreement To Success

1. Understanding – understanding and accepting the reasons for the change

2. Skill – the ability and competence to deliver the required behaviours

3. Attitude – the desire to personally commit to the changes being sought

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Three Domains to Change

Emotions“How People feel about it”

PeopleandChange

Process“How will it be done”

TheChangeProcess

“What needs to be done”

ContentVision andStrategy

A B

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People and Change

Shock

Denial Resentment

Testing

Acceptance

DesireVision

Commitment

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People and Change – The Transition Grid

The

Past Th

e

Futu

re

DENIAL

RESISTANCE

COMITMENT

EXPLORATION

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And finally …

1. Modelling the Change

2. Communicating the Change

3. Involving Others in the Change Process

4. Helping Others Break From the Past

5. Creating a Supportive Environment in which to Learn

Five Keys to Success

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Omissions and Implications

Model

the

Change

Model

the

Change

Commun-

icate the

Change

Commun-

icate the

Change

Involve

Others in

Change

Involve

Others in

Change

Help Break

from

Past

Help Break

from

Past

Create

Supportive

Environm’t

Create

Supportive

Environm’t+ + + + =

Cynicismand

mistrust

=Confusion,frustration,

no commitment

Model

the

Change

Model

the

Change

Commun-

icate the

Change

Commun-

icate the

Change

Involve

Others in

Change

Involve

Others in

Change

Help Break

from

Past

Help Break

from

Past

Create

Supportive

Environm’t

Create

Supportive

Environm’t+ + + +

=Felt imposition,pushback and

resistance

Model

the

Change

Model

the

Change

Commun-

icate the

Change

Commun-

icate the

Change

Involve

Others in

Change

Involve

Others in

Change

Help Break

from

Past

Help Break

from

Past

Create

Supportive

Environm’t

Create

Supportive

Environm’t+ + + +

=Superficial,

cosmetic andtransient change

Model

the

Change

Model

the

Change

Commun-

icate the

Change

Commun-

icate the

Change

Involve

Others in

Change

Involve

Others in

Change

Help Break

from

Past

Help Break

from

Past

Create

Supportive

Environm’t

Create

Supportive

Environm’t+ + + +

=Repeated

mistakes andslow learning

Model

the

Change

Model

the

Change

Commun-

icate the

Change

Commun-

icate the

Change

Involve

Others in

Change

Involve

Others in

Change

Help Break

from

Past

Help Break

from

Past

Create

Supportive

Environm’t

Create

Supportive

Environm’t+ + + +

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SomeProgramme-Specific

Challenges

2

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Some Programme Specific Challenges

• Resistance to change from staff

• Committed involvement of Stakeholder Groups

• Clarity of vision and consistency of leadership right across the programme

• Consistent programme-wide values and behaviours, at all levels

• Firm engagement of the minds and hearts of all staff

• Effective skill development to enable individuals to deliver the values and behaviours

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Examples Of Required Competencies

• Ability to work collaboratively

• Ability to encourage team working within disparate groups

• Ability to build effective relationships

• Be able to understand peoples’ perspectives and views

• Be able to influence individuals and groups

• Be able to reach lasting agreements

• Change management and leadership skills

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Proposed SupportProcess

3

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Support Process

DevelopmentSite

dedicated Quartosupport team

DevelopmentSite

dedicated Quartosupport team

DevelopmentSite

dedicated Quartosupport team

DevelopmentSite

dedicated Quartosupport team

dedicated Quartosupport team

NationalProgramme

Team

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At National Programme Level

• Provide support in the development and implementation of the change project plan

• Provide change coordination and harmonisation role

• Provide feedback on Development Site progress

• Support National team in the development of change and leadership skills and competencies

• Ensure the effective sharing of best practice and embedding of lessons learned across the programme

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At Development Site Level

• Provide Development Site-focused support in the development and implementation of the “local” change project plan

• Work “locally” to support the change project manger to secure the involvement of all staff and to generate commitment to the vision, values and behaviours required for success

• Provide change coordination and harmonisation role between the Development Site the other Sites and the National programme Team

• Provide “local” skill and leadership development support as required

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The WayForward

4

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Support Process

DevelopmentSite

dedicated Quartosupport team

DevelopmentSite

dedicated Quartosupport team

DevelopmentSite

dedicated Quartosupport team

DevelopmentSite

dedicated Quartosupport team

dedicated Quartosupport team

NationalProgramme

Team

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The Way Forward In Two Phases

Phase 1 – Diagnostic project to understand the current levels of understanding, skill and attitudinal disposition towards the proposed changes at national level and in the four Development Sites and other key Stakeholder Groups

Report on these as input to the change planning process

Phase 2 – Begin working with the National Team and Sites against a clearly articulated and agreed programme change plan

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Supporting The ProgrammeImplementing Change

Kevin MartinEugenio Grandi

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Hilltops – Our Unique Perspective

Perception

How we perceive the world

Behaviour

How we Behave in the world

Life Experience

Drives, Values and Beliefs

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Group Hilltops

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Well, its always worked for me in the past…

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Implementation Challenges

SeniorManagement

MiddleManagement

OperationalGroups

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Implementation Process

Align the Leadership team

Engage Middle Management

Install The Change

Leadership Team Workshops

Management WorkshopsTraining and Development

Communication EventsTraining and Development