Managing Business Processes and Change Practitioner Case Study Affecting positive change around your Process Improvement project. People engage with change when they. Believe in the potential of the change Care about the change process and outcomes Bring energy to the improvement efforts.
Managing Business Processes and Change Practitioner Case Study Affecting positive change around your Process Improvement project. People engage with change when they. Believe in the potential of the change Care about the change process and outcomes Bring energy to the improvement efforts.
Managing Business Processes and Change Practitioner Case Study Affecting positive change around your Process Improvement project. People engage with change when they. Believe in the potential of the change Care about the change process and outcomes Bring energy to the improvement efforts.
Managing Business Processes and Change Practitioner Case Study Affecting positive change around your Process Improvement project. People engage with change when they. Believe in the potential of the change Care about the change process and outcomes Bring energy to the improvement efforts.
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Managing Business Processes and Change Practitioner Case Study
Affecting positive change around your process improvement project
Michael N King 25 October 2011
About QLA Founded in 2002 ? We work with schools and school systems ?
Primarily the Public Education systems Victoria, South Australia, NSW and ACT
Our aim: improving the quality of learning ? Based on proven principles and practices that support a Quality System of Management
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A Quality System of Management
Systems: ? ? ? ?
clarify the AIM establish SHARED VISION stop blaming people - SYSTEMS DRIVE PERFORMANCE focus on PROCESSES as well as outcomes REMOVE BARRIERS to performance unlock INTRINSIC MOTIVATION INVOLVE EVERYONE in continual improvement seek to PREVENT rather than cure develop your own THEORY FOR IMPROVEMENT use DATA to monitor progress and inform improvement respond appropriately to VARIATION 1-Nov-11
People: ? ? ?
Knowledge: ? ?
Variation: ? ?
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Affecting Positive Change Around Your Process Improvement Project The issues I was asked to address:
Why you need a change management plan and what aspects you need to include Communicating the change to employees and training them Dealing effectively with adverse reactions and resistance to change 1-Nov-11
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Paradigms
What you see depends on what you think before you look. Myron Tribus
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Influencing Organisational Behaviour
Values and Beliefs Philosophy and Principles Structures and Systems Processes and Methods Dilemmas and Choices Actions and Behaviours
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People engage with change when they
Believe in the potential of the change Care about the change process and outcomes Take responsibility for their contribution, in the expectation that their contribution will be valued Bring energy to the improvement efforts
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Engaging in Change
DxVxSxR>C D V S R C = Dissatisfaction with current state = Vision of what could be = Strategy to achieve the vision = Recognition of who I am and what I do = Cost of change Adapted from Beckhard and Gleichers Formula for Change
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Process Improvement in Context
Daily Routines Improving System and Processes Innovation
CEO / Board Senior Executives Managers Supervisors Front Line Staff 0%
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Proportion of time spent
100 % 1-Nov-11
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Working ON the System
Only the people working IN the system know what is going wrong and creating waste. Only the managers, working ON the system have the authority to change it. Myron Tribus, Will Our Educational System be the Solution or the Problem? (1998), available at http://deming-network.org/deming_tribus.htm 2011 QLA 1-Nov-11
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Affecting Positive Change Around Your Process Improvement Project
Potentially more productive issues to address:
The values, beliefs and philosophy underpinning your management approach Clarity around the purpose and vision for all improvement efforts Articulation of the theory for improvement, including the plan of action Engaging everyone in the improvement process (not just isolated projects) Ensuring those most affected by the change contribute to the identification, development and deployment of the improvements Monitoring progress along the way to remove barriers and build enthusiasm 1-Nov-11
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Video Reflection Questions
? Key
Messages ? Questions ? Ideas
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Thankyou! Michael King and Jane Kovacs 02 6251 3870 Michaels phone 03 9370 9944 Janes phone
