Framework for Organizational Change

Transcription

1 Session 2: Defining Success and Laying the Foundation to Achieve that Success Framework for Organizational Change Rick Diamond, Christopher Payne, and Amy Wolfe Lawrence Berkeley National Laboratory & Oak Ridge National Laboratory August 9, 2016 Rhode Island Convention Center Providence, Rhode Island

2 Outline 1. Goal of organizational change 2. Five Framework for Organizational Change 3. Three case studies 4. Small group activity 2

3 3

4 Goal for Organizational Change To go beyond individual awareness and actions and move towards a changed institutional culture, by creating a durable sustainability ethic and a sustainable way of operating the physical infrastructure of organizations. 4

5 5 Framework for Organizational Change 5

6 1: Determine Goal 6

7 1: Determine Goal Broad goals may be determined externally How should you focus your efforts? Make goals relevant to core mission 1 7

8 2: Identify Context An assessment of Roles, Rules, and Tools (RRT) 8

9 Roles, Rules, and Tools Identifying the roles especially the key roles and their essential connectedness to system functioning. Understanding the formal and informal rules or their absence that influence how and what work gets done. Describing and evaluating the tools systems, processes, and physical equipment available or missing to do work. Think about how the current roles, rules, and tools impact your goal, and changes needed to meet goal 2 9

10 Roles Who are the players that impact sustainability? What are their roles, implicit and explicit? Who has the authority to act? What influences these players to change their behavior to further sustainability? Who takes action? 2 10

11 Roles (Examples) Chief Sustainability Officer Procurement Specialist Building Operator 2 11

12 Rules What are the rules that impact sustainability (formal and informal)? How are they enforced? What is penalty if any for failure to implement the rules? Which requirements are salient? 2 12

13 Rules (Examples) Statutes and regulations Organizational policies Training and certification requirements The way things are done 2 13

14 Tools What systems support desired action? What are the default system conditions? What are the tools usually employed? How can they be made more effective? What additional tools are needed in the toolbox? 2 14

15 Tools (Examples) Standard business practices and procedures Education, training content, and feedback Physical infrastructure Modeling, recognition, and award Many others 2 15

16 Interpret your RRT Review your RRT assessment and identify the key findings Which roles are most important? What new rules will be needed, or which rules need to change? Which tools are barriers to achieving your goal? Which tools can be added or modified? Key findings will inform your action plan 2 16

17 3: Develop Action Plan 17

18 The Action Plan Four Key Elements Engage Educate Enable Evaluate Eight Principles for Organizational Change will help you be effective in achieving the 4 Es 3 18

19 Principle 1: Social Network Definition: Institutions and people change because they see or hear of others like them behaving differently. Example: A social network study showed a strong relationship between adoption of solar technology and the number of nearby previously installed systems, indicating social factors in adoption (Graziano & Gillingham 2014). Helps you: Engage Apply It: Make sure staff see or hear about others like them who have changed their office settings or patterns of behavior. 3

20 Principle 2: Social Empowerment Definition: Institutions and people are more effective when they feel they are part of something larger than themselves (e.g., shared experience or altruism). Example: The US Postal Service s 630+ Lean Green collaborate across functions to identify and implement lowand no cost ways to conserve natural resources, purchase fewer consumable products, and reduce waste of all kinds. Helps you: Engage Apply It: Involve people in program design and processes. 3

21 Principle 3: Social Commitment Definition: Institutions and people change when they make definite commitments, especially when those commitments relate to future conditions. Example: Partnering with a California utility, assessors asked homeowners to commit to a time when they would undertake an energy efficiency project; this resulted in 3 4 times more projects undertaken (Mackenzie Mohr and Smith, 1999). Helps you: Engage Apply It: Ask for specific commitments, especially public. 3

22 Principle 4: Information & Feedback Definition: Institutions and people change because they receive actionable information and feedback. Example: In 19 sets of data from experimental studies, households were informed frequently (usually daily) about how much energy they were using, resulting in up to 20% energy use reductions. Helps you: Educate, Engage, Evaluate, Enable Apply It: Provide tools and resources tailored to specific workplace situations. 3

23 Principle 5: Multiple Motivations Definition: Institutions and people almost always change their ways of doing things for more than one reason. Example: At a Navy base in Japan, a FEMP award winner gained the support of maintenance and procurement staff for light emitting capacitor (LEC) exit signs because they lasted longer and reduced effort for replacement and were more energy efficient Helps you: Educate, Engage Apply It: Make different and combined appeals. 3

24 Principle 6: Leadership Definition: Institutions and people change because the workplace rules change and visible leadership communicates management commitment. Example: By using bank branch managers as the focal point for a change program, a large European bank was able to reach 30,000 local branch employees and 2,000 senior managers through staff with sufficient local credibility to influence change, but also enough seniority to communicate with upper management (Giardini et al. 2011). Helps you: Educate, Engage Apply It: Try to get leaders to be visible and demonstrate commitment. Leaders aren t necessarily individuals in the most senior positions. 3

25 Principle 7: Infrastructure Definition: Institutions and people change because a changed infrastructure makes new behaviors easy and/or desirable. Example: Interventions, including prompts and enhanced aesthetics, visibility, and accessibility of the stairwell, resulted in an 8.2% increase in stair use (van Nieuw Amerongen et al. 2009). Helps you: Enable, Evaluate Apply It: Change defaults (temp, printer settings, walkability, etc.) and provide motivations and incentives to use infrastructure differently (e.g., special status or benefits for van pool and public transportation users). 3

26 Principle 8: Continuous Change & Innovation Definition: Organizational change is a dynamic process, not a product. Example: The length of the pilot or trial period influences the length of the change. After one three year study, people no longer remembered the changes they had made they were ingrained (Darby 2006). Helps you: Evaluate, Enable Apply It: It s ok for your action plan to evolve over time. 3

27 4: Implementation Plan 27

28 Implementing Your Plan Informed by 2 (Context) and 3 (Action Plan) Implementation can be overwhelming Small steps to a greater outcome Start with one or two important pieces It doesn t have to be perfect 4 28

29 5: Measure and Evaluate 29

30 5: Measure and Evaluate Impact Evaluation What kind of change did you see? Process Evaluation If you met your goal, what s next? If you didn t meet your goal, why not? Refer back to eight principles Adjust actions and goals based on implementation and evaluation 5 30

31 Case Studies 31

32 Navy Feedback and Networking Roles, Rules, and Tools Roles were the newly defined Building Energy Monitors, who serve as contact points for communication with the core energy management team. The tools included monthly energy reports that pointed out energy anomalies and increased awareness about energy consumption. Principles The Navy applied three social science principles: Social Network Leadership Information & Feedback 32

33 Fish and Wildlife Service Network and Empowerment Roles, Rules, and Tools David Guthrie created a network of energy managers that all have clearly defined roles and responsibilities. His tools include training of energy managers, checklists for meeting FWS guidelines, tracking databases for energy and water consumption, and presentations. Principles Social Network Leadership Social Empowerment 33

34 IBM Feedback and Infrastructure Roles, Rules, and Tools IBM engaged operations personnel and facility staff (roles) to implement formal rules such as the use of procedural checklists for HVAC and lighting maintenance, and linked to centralized monthly reporting. Tools include checklists, energy monitoring systems, trend analyses, and operational knowledge of facility and manufacturing staff. Principles Information & Feedback Infrastructure Continuous Change 34

35 Small Group Activity 35

36 Scenarios A. Getting workers to use alternate fuels B. Changing the culture for green procurement C. Engaging staff to reduce water use D. Shutting of lights and computers E. Wild card (choose your own) Review scenarios provided 36

37 Resources FEMP Institutional Change Webpage: sustainability Contact: Rick Diamond: Christopher Payne: Amy Wolfe: 37