How to make change happen
A (very) short guide to support people working in adult social care with transforming their organisation and enabling people to work differently.
- Take a ‘whole systems view’ of organisational change
- Recognise the different ways people, organisations, partnerships, and systems respond to change
- Nurture champions, innovators, and leaders; encourage and support organisational learning
- Engage people in the process; acknowledge, value, and utilise their experience
- The different ways that people learn should influence how change is introduced and how the workforce is supported
- Encourage and utilise the understanding of values, behaviours and practice to shape innovation and transformation
- Engage with your community to understand its assets, strengths, and culture; work together to develop inclusive and creative workforce planning strategies
How people relate to each other in the context of wider integrated care systems, partnerships and in organisations affects what needs to change.
Who do I talk to and who talks to me to about important workplace, organisational, partnership or system issues?
The way changes are managed can impact on how people, organisation and partnerships respond to change.
When faced with change do, I generally welcome it, initiate it, contribute to it, go along with it, ignore it, or try to stop it?
Champions, innovators, and leaders should be identified, supported, and encouraged to share their learning, including learning that arises from failure, as well as successes.
Do I see new ideas not working out as a problem or mistake, or as a chance to learn and improve my organisation?
Identifying and sharing the experiences, ideas and concerns of people gives a strong and positive message about the way in which individuals and their role and responsibilities are valued.
When you get feedback about the proposed change, do you see it as negative, neutral, or positive?
Learning occurs in different settings including daily activities, observing others and supervision. Good learning environments blend practical learning with opportunities for training and qualifications.
Do you learn best by: reading on your own; discussing your ideas with other people; undertaking practical tasks; applying things you have learned elsewhere to the things you do at work; something different to all of these?
Working with people’s attitudes, beliefs, values and understanding has a greater impact on cultural change and transformation, than focusing on system change alone.
Who is happy to discuss, honestly and constructively, how well changes are working?
Local communities are made up of people with diverse skills and talents and lifestyles vary according to culture and other circumstances. Consider the diverse skills, talents and abilities in your workforce and your local community.
Do you look forward to working more closely with the local community?