Last week I was in London on a three day managing change course.
My main reflection is thinking about the Kubler Ross change curve: the course reminded me that different parts of the organisation / hierarchy are likely to be at different stages on the curve.
What does this mean for the day job?
When planning our process improvement training we need to think about the previous involvement in process improvement attendees have had (where are they on the curve?) and amend the training accordingly
Other learning points were:
1. Kotter’s Change model (this is an 8 step process for managing change, based around understanding the need for change, how to make the change happen and how to sustain the changes) and how it may inform a process improvement project team - we need to address all 8 steps;
2. considering ‘profiling’ our project teams using Belbin or other model so that we can make best use of people’s strengths and skills;
3. Reviewing the history of change in our organisation: how it was communicated and rewarded, and the consequences of the change, will affect how people respond to change in our process improvement projects.
This quote has stayed with me:
“If you want to build a ship, don’t drum up people together to collect the wood and don’t assign the tasks and work, but rather teach them to long for the endless immensity of the sea” Antoine de Saint-Exupery.
The work of the Process Improvement Unit (projects and training) needs to give people a vision of a better way of doing things and to demonstrate the benefits of continuous incremental change - make people yearn for change...
All in all quite varied training, with sufficient content to make the course interesting from a training perspective, yet with many practical uses for the day job. This week will be spent sharing some of these ideas with my colleagues - happy days.