Next session is from Kansas University and is about a change programme they've just run. They have a ten year strategic plan, and they're two years in. Lots of change, including in the curriculum, in research and has an efficiency agenda. 70 different initiatives, many involve IT.

Used experts in change management from across the University, many in academic departments. Developed an organisational change workshop for all staff, everyone from Deans to cleaners went on it, delivered 40 times. So, everyone on campus understood why the changes were being made, and how it was being done. Very important to understand the campus culture and climate.
Workshops looked at the different stages of change, and categorised people into 3 categories:
Denial. Not going to happen to me. Left out of workshop.
Judgement. Why are we doing this, not a good idea. 44%
Acceptance. Ok, it's going to affect me, better see how. Not necessarily agreement. 36%
Transformation. Hey, this is exciting, it's going to be great. 20%.
Most in this latter stage had been involved in planning the changes and were usually in leadership roles. So, lot of work to do in bringing everyone forward.

Task, Relationship, Identity are all important components of change. Lot of effort normally put into task, ie what is the change, implementing it. But, relationships and identity are just as important.

Resistance from three main places:
Thought based resistance, do people understand the change
Fear based, understand it but fearful of impact
Capacity based resistance. People worried that they might not have skills to to cope with new regime.
Good leaders understand these, and recognise that resistance can be positive.

Framework for communicating:
Initiative, explaining change
Understanding, make sure everyone understands it
Performance, where does everyone fit
Closure, celebrating success.

KU trained 15 volunteers from across academic and professional staff to act as facilitators to groups discussing the changes and implementing them. They helped the change leaders plan meetings, anticipate problems, have a clear focus, and held debriefings. Lot of good feedback from all areas.

Change doesn't happen by itself. Change needs to be facilitated. Change can be managed by acquiring skills and using a common language across campus. Change must fit the culture.



- Posted using BlogPress from my iPad

Location:Managing change