Policing Change systems thinking for managing cultural change

Transcription

1 Policing Change systems thinking for managing cultural change Learning from Avon and Somerset Constabulary Louise Hutchison People Lead Reshaping our Operating Model programme

2 WHAT I CAN SHARE WITH YOU A little about the Constabulary Why we needed to change How we have gone about it What challenges we have faced What we have learned about ourselves

3 AVON AND SOMERSET llllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll BRISTOL SOUTH GLOUCESTERSHIRE O NORTH SOMERSET BATH & NORTH EAST SOMERSET SOMERSET WEST SOMERSET EAST

4 AVON AND SOMERSET CONSTABULARY POLICE OFFICERS 2754 POLICE SUPPORT STAFF 2179 SOUTHWEST ONE SECONDEES 281 SPECIAL CONSTABULARY 523 POLICE SUPPORT VOLUNTEERS 251 POLICE CADETS 236 OUR PEOPLE TOTAL 6158 WWWWWWW WWWWWWW

5 The Constabulary had not undertaken a review of its Operating Model for a number of years WHY WE NEEDED TO CHANGE The policing landscape and the nature of police business is changing Spending Review savings had been implemented in silos resulting in inefficient processes The government is driving collaboration between forces, partner organisations in the public sector and private sector partnerships with business Hillsborough and Leveson enquiries have knocked public confidence in policing With the arrival of a new Chief Constable and PCC, a renewed focus was placed upon public service, transparency, professional standards and quality Future savings requirements will be substantial Inconsistencies in ways of working was leading to pockets of best practice existing in isolation and an unequal level of service 5

6 THE AUSTERITY CHALLENGE Where we have come from? Total cost increased by 23.2m (7.8% cash increase) Total funding reduced by 22.7m (7.6% cash reduction) 45.9m Savings (15.4% real cut)

7 THE AUSTERITY CHALLENGE What does the future hold? Total cost increased by 23.2m (7.8% cash Total increase) cost increased by 48.7m (16.3% Total funding cash reduced increase) by 22.7m (7.6% cash reduction) 80.7m Savings (27.0% real cut)

8 RESHAPING OUR OPERATING MODEL 8 million Savings FIT FOR THE FUTURE Geographic restructure 2014/15 6 areas to 3 Major estate rationalisation programme New technologies

9 Peter Senge WHAT S SYSTEMS THINKING? Concept A system is a whole that cannot be divided into independent parts without loss of its essential properties or functions Russell Ackoff System thinking is a discipline for seeing wholes..a framework for seeing interrelationships rather than things, for seeing patterns of change rather than static snapshots. When the performances of the parts of a system, considered separately, are improved, the performance of the whole may not be (and usually is not) improved. Russell Ackoff 9

10 HOW GOOD WERE WE AT DELIVERING IT? Systems Thinking: Six stages of Check PURPOSE MANAGERS THINKING DEMAND SYSTEM CONDITIONS CAPABILITY FLOW We looked for evidence

11 SIX STAGES OF CHECK - CHECK ONE Check 1 Purpose What is the purpose from the customers point of view? An outside-in view, not an inside-out view 11

12 OUR STARTING POINT? OUR PURPOSE THE PUBLIC TOLD US WHAT MATTERS Be there when I need you Be visible and accessible to me and my community Treat me fairly and with respect Tackle the issues that matter most and keep me safe Keep me informed and do what you say you are going to do WHAT THE PUBLIC CAN EXPECT FROM US We will respond to your requests for service in the right way You will have access to Avon & Somerset police services 24 hours a day, 365 days a year We will treat you professionally, with fairness and respect We will listen to ensure we tackle issues that matter most to you We will endeavour to prevent crime and protect you from criminals We will keep you informed and updated

13 SIX STAGES OF CHECK - CHECK TWO Check 2 Demand What are the types, frequencies, predictabilities of customer demand? What is value or true demand aligned with purpose? What is failure demand demand caused by a failure to do something or do something right for the customer? Managers need to go and see where the organisation transacts with the customer they need a thorough understanding of demand Customers why do they call, what do they want, what represents value to them? 13

14 SIX STAGES OF CHECK - CHECK THREE Check 3 Capability How well does the system respond to customer demand? What s the purpose of the system and the critical measure? The measure will almost always be an end-to-end measure from the customers perspective. What managers are likely to find is that the current organisational measures are unrelated to customer purpose and critical measure they provide a different and misleading picture. 14

15 HOW DID WE MEASURE UP? JJ THIS IS THE EVIDENCE WE FOUND. WASTE, INEFFICIENCY AND INCONSISTENCY AND OUR PEOPLE NOT THERE WHEN THE PUBLIC NEEDS THEM MOST. WE NEED TO ALIGN OUR FRONTLINE RESOURCES TO BE AVAILABLE AS ANDWHEN DEMAND INCREASES

16 SIX STAGES OF CHECK - CHECK FOUR Check 4 Flow An understanding of purpose and demand is required before considering flow Flow value demand through the system; not failure demand Manufacturing : flow object Service : flow value Flow needs to be mapped - understanding demand enables development of performance measures that support purpose Follow the work repeatedly through the process only two things will be happening: value for the customer and waste 16

17 WE DESIGNED END TO END

18 SIX STAGES OF CHECK - CHECK FOUR Check 5 SYSTEM CONDITIONS What causes the system to behave in the way it does? Structure Process Measures People Information What is creating failure or waste in the system? System conditions will need to change to sustain improving the process. 18

19 SIX STAGES OF CHECK - CHECK SIX Check 6 MANAGEMENT THINKING Command and Control versus Systems Thinking Meeting targets or meeting purpose? Managing people and budgets or managing the system? Controlling or learning? Information>>knowledge>>learning>>improvement 19

20 SO WHAT DID WE DO? 1. PROCESS 4. CULTURE 2. PEOPLE 3. SYSTEMS

21 SYSTEMS THINKING AND CULTURE A bad system, will defeat a good person, every time. Deming

22 WHAT DID OUR PEOPLE TELL US? We travelled the length and breadth of the constabulary, asking for help to invent what the future looks like. 588 HOURS 49 STATIONS 2088 OFFICERS NOT PROTECTIVELY AND STAFF MARKED BRIEFINGS SUGGESTION CARDS

23 AND OUR PEOPLE MANAGEMENT? WE ARE NOT OPERATING AS ONE TEAM. WE WORK IN SILOS STOP MICRO MANAGING US. JUST TRUST US. WE COMPETE RATHER THAN COLLABORATE WE DON T HAVE THE RIGHT SKILLS TO DO THE JOB WE DON T FEEL SUPPORTED BY OUR SENIOR LEADERS FRONT LINE OFFICERS WITH 6-10 YEARS SERVICE ARE THE MOST DISENGAGED WE ARE AN OVER- MANAGED, UNDER- LED ORGANISATION.

24 WE ALSO GOT THE EXPERTS INVOLVED We have sought every possible opportunity to engage with people in the development of our operating model, involving the public, stakeholders, subject matter experts, professional leads, partners and the constabulary at large.

25 Culture What needs fixing? To change our culture, first we need to change our systems. IMPLEMENT SYSTEMS THINKING :- Variation is in the work, not in the workforce. Working on people only tackles 5% working on the system tackles the other 95%. When you change the system, the behaviour changes. Study the work, study the causes of variation, what are the causes; the system is 95% of the answer. Take the big ones and then go to work on changing them, you will then see dramatic improvements. When you derive your measures from the purpose of the service from the customers point of view, and put those measures in the hands of the people doing the work, you liberate method. Innovation occurs, we are bringing the brain to work, we are using ingenuity; not to survive in the system, but to be engaged and understanding how to improve their work. When you design systems this way people actually work harder and they are less stressed! John Seddon

26 PEOPLE HAVE REACTED IN DIFFERENT WAYS I FEEL I AM BEING PERSECUTED BY YOUR MISCALCULATIONS. This is a ridiculous plan that anyone with any forethought would see will lead to a huge rise in sickness, conflict between uniform and plain clothed teams, exhaustion, stress and divorces. I like the current shift pattern and don't feel there is an issue with it. Also I strongly object to doing a 9am start as I feel it involves a longer commute in rush hour How do you fancy having a drugs team, perhaps you can see past the ludicrous nature of this decision! I LL SEE YOU IN THE EUROPEAN COURT OF HUMAN RIGHTS (JUST JOKING, SORT OF).

27 CHANGE HAS ALWAYS TRICKY FOR PEOPLE It must be considered that there is nothing more difficult to carry out nor more doubtful of success nor more dangerous to handle than to initiate a new order of things; for the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new order; this lukewarmness arising partly from the incredulity of mankind who does not truly believe in anything new until they actually have experience of it Nicolo Machiavelli ( )

28 INGREDIENTS OF SUCCESSFUL CHANGE Leading Change John Kotter CREATE A SENSE OF URGENCY: A BURNING PLATFORM 2. BUILD A GUIDING COALITION TO LEAD THE CHANGE 3. DEVELOP A COMPELLING CHANGE VISION 4. COMMUNICATE THE CHANGE VISION CLEARLY 5. GENERATE BROAD-BASED ACTION: INVITE CO-CREATION 6. ACHIEVE SHORT-TERM WINS 7. DON T LET UP: IT IS A LONG ROAD 8. MAKE IT STICK: CHANGE THE CULTURE

29 1. A BURNING PLATFORM?

30 2. CREATE A GUIDING COALITION? OUR TEAM Picture from In the Know 3

31 THE PUBLIC TOLD US WHAT MATTERS Be there when I need you Be visible and accessible to me and my community Treat me fairly and with respect Tackle the issues that matter most and keep me safe Keep me informed and do what you say you are going to do WHAT THE PUBLIC CAN EXPECT FROM US We will respond to your requests for service in the right way You will have access to Avon & Somerset police services 24 hours a day, 365 days a year We will treat you professionally, with fairness and respect We will listen to ensure we tackle issues that matter most to you We will endeavour to prevent crime and protect you from criminals We will keep you informed and updated

32 4. COMMUNICATE THE CHANGE VISION CLEARLY

33 5. GENERATE BROAD-BASED ACTION

34 6. ACHIEVE SHORT TERM WINS

35 SO HOW HAVE WE DONE SO FAR? Leading Change John Kotter 1996 The Ingredients of successful change: 1. CREATE A SENSE OF URGENCY: A BURNING PLATFORM 2. BUILD A GUIDING COALITION TO LEAD THE CHANGE 3. DEVELOP A COMPELLING CHANGE VISION 4. COMMUNICATE THE CHANGE VISION CLEARLY 5. GENERATE BROAD-BASED ACTION: INVITE CO-CREATION 6. ACHIEVE SHORT-TERM WINS 7. DON T LET UP: IT IS A LONG ROAD 8. MAKE IT STICK: CHANGE THE CULTURE

36 HOW IMPORTANT IS CULTURE? Culture eats strategy for breakfast Peter Drucker

37 WHAT ABOUT OUR LEADERS? Change is the normal environment and more is expected with less. To meet these challenges, we need outstanding leaders who thrive in a changing environment, engage their people and are authentic in their behaviour and actions

38 WHAT DO WE MEAN BY LEADERSHIP? Leadership Behaviours PPQs Public First Programme leadership of key behaviours Leadership Days HPDS? Senior Leadership Teams Staff Survey 2011 Engagement drivers HR Strategy equip leaders to lead Leadership training

39 WHAT DO OUR POLICE OFFICERS SAY THEY WANT FROM THEIR LEADERS? To be supportive, value and develop them To listen To be fair and consistent To make decisions To motivate a team & keep them working together

40 WHAT DO OUR BEST LEADERS SAY IS IMPORTANT? Caring Having the right team in place & then using each person s strengths Making sure each person on the team knows their own role in the big picture Taking personal responsibility/ownership Attitude

41 RESEARCH OUTSIDE ASC

42 WHAT WERE THE THEMES? AUTHENTIC Lives by Force values, cares about their people & the service provided, retains integrity and invokes trust and confidence. CHANGE Actively leads & manages change, taking the long term view. ENGAGES Knows their people; releases discretionary effort and builds individual and team capacity. Consistent & careful on behaviour Takes ownership & encourages others to do the same Fair; addresses performance & behaviours below expectation Listens; Lack of ego Values based decision making Challenges the status quo Living in the grey Energised not daunted by the environment Provides guiding sense of purpose Holds the tension whilst focussing on delivery Taking deeper breaths for longer Sees people as route to performance Plays to people s strengths Puts we before me Develops people through challenge & support Creates a sense of team Coaching not telling

43 LEADERS DETERMINE SUCCESS (OR FAILURE) Nothing undermines a change programme more quickly than inconsistent actions by leadership. Nothing speaks as powerfully as someone who is backing up their words with behaviour. When an entire team of senior management starts behaving differently and embodies the change they want to see, it sends a powerful message to the entire organization. These actions increase motivation, inspire confidence and decrease cynicism. John Kotter, Leading change 1996

44 BUT IT IS NOT JUST ABOUT LEADERS It is also about team

45 HOW ARE WE USING THIS LEARNING? Roles and responsibilities Continuous learning Leadership Building & embedding diversity Clarity and consistency Equipped with the right skills Decision making at right level Knowledge, skill, permission to act Celebrate success and recognise excelling in role Structures Re-structure to support One Team, delayering & focus on spans of control Remove multiple teams; simplify processes Career paths that are not necessarily about promotion Evidence based approach trial and test (against a control) before implementation Establish forums for sharing best practice Support and embed corporate horizon scanning and problem solving Communication and engagement Provide channels for staff voice Open and transparent engagement with public and staff Clear and consistent communications regarding priorities and approach Develop leaders who can mix transformational and transactional leadership underpinned by professional credibility Early intervention to address poor performance and behaviour Leaders who are more people than task oriented Accepting base level of competence, develop & use people according to their strengths. Truthful & more sophisticated self awareness as an organisation & individuals; particularly on complexity of motivation, values, practice & how these can lead to inappropriate behaviours. Support Code of Ethics (College of Policing) link with pilots of Ethics Committee Cross force audit on approaches, practices, & attitudes to minority groups, vulnerable victims & domestic violence. Recruit & develop for diversity; educate staff to value difference & challenge - not just fitting in with the team. Develop leaders who can adapt a mix of transformation and transactional leadership is most effective in policing (*NPIA 2010,211), focus on employee engagement, wellbeing, and build a diverse workforce where difference is valued.

46 COLLABORATION & COMPETITION IN BALANCE + =

47 SO WHAT HAVE WE LEARNED? Use evidence to understand your AS IS and to build your TO BE Engage people in diagnosing PROBLEMS and designing SOLUTIONS You must attend to PROCESS, PEOPLE, SYSTEMS and CULTURE Culture comes last, not first; it presents the greatest RISK and OPPORTUNITY and it is the hardest to get right COLLABORATIVE and COMPETITIVE behaviour must be carefully balanced and constantly managed We now have an embedded Culture Programme and a great deal of specialist help. CULTURE is too important to get wrong!