EMBRACING CHANGE Let s get ready, let s take control.

Transcription

1 EMBRACING CHANGE Let s get ready, let s take control.

2 MARION MACLEOD MBE (Previous) National Coordinator Scottish Practice Management Development Network 22 nd September 2016

3 Core to our PM VTS Understanding the Bigger Picture Understanding your Organisations Culture Business Strategy Leadership / Management Managing Change.

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5 Developing Strategy 1. Where are we now? 2. Where do we want to be? 3. How are we going to get there?

6 Where are we now? What are your strengths? Where are you weak? Where do your opportunities lie? What threats are you facing?

7 7 Environmental Analysis STAKEHOLDERS Your Practice Possible further reading, plus reference materials:

8 8 What Other Tools Can I Use? PESTLE Analysis Key factors driving stakeholder behaviour Political Economic Sociological Technological Legal Environmental Your Practice Competitor Analysis Market Analysis Value Chain Porter s 5 Forces Stakeholder Analysis List the key stakeholders and their characteristics: Sources of power Strength of influence Potential for threat or cooperation Importance to the organisation Support or oppose key aims STAKEHOLDERS Organisation Culture & Structure

9 Culture eats strategy for breakfast Peter Drucker

10 Where are we now? CULTURE The way we do things around here. Deal & Kennedy 1982

11 Edgar Schein 2004

12 Nigel Sparrow, Senior National GP Adviser, CQC There is substantial evidence around the role that culture the way we do things around here and leadership can play in supporting organisations to deliver highquality compassionate care for patients. We cannot form a judgment on a GP practice, therefore, without looking at its leadership team and how the organisation is managed.

13 Eric Eyl 3/11/18/changing-culture-partone-what-is-organizationalculture/

14 Where do we want to be?

15 Leadership / Management "Leadership" comes from Norse and Anglo Saxon it means "path", "journey" or "route and is focused on looking ahead and being visionary.

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17 Leadership / Management "Management" comes from the Latin, it means "hand" and is focused on being "hands on" or controlling resources such as people, materials and money.

18 Change is the only constant. Heraclitus circa 500 BC

19 Fear of Loss

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21 Reasons people resist change 1. They resist because they don t have enough information they disagree with the general idea they are confused by the information provided.

22 Reasons people resist change 2. Their resistance is bigger than the change itself May be resisting you, due to something in your past history or something you represent Nothing here is judged on its own merits and your ideas will be opposed.

23 Reasons people resist change 3. They resist due to Fear of LOSS This results in an emotional and /or physiological response Fear they ll lose: face friends power, control & prestige their jobs.

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25 Kotter s 8 Step Change Model

26 Kotter s 8 Step Change Model

27 Establish a sense of urgency Answer the WHY question! Answer the WIIFM question what s in it for me!

28 Build the guiding team

29 Get the vision right

30 Communicate the vision If you can t communicate the vision to someone in five minutes or less and get a reaction that signifies both understanding and interest, you are not done. John Kotter

31 Empower people to act on the vision

32 Create short term wins

33 Consolidate and build on the gains - don't let up

34 Institutionalise the change

35 Kotter s 8 Step Change Model

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38 Or Search for NHS Education for Scotland > Education and Training > Medicine > by Discipline > Practice Manager development

39 MARION MACLEOD MBE Thank you for listening!