Case study: Change management training

Vessel

A local authority

the charterer

The Head of Service

Departing From

Sticky Change was approached by a local authority to develop the change management skills for the management population in one department –
a group of around 60 managers - in the run up to a significant re-organisation.

Destination

The Head of Service was keen to ensure that the managers were able to manage the change process effectively and take their staff along with them. Four modules were delivered over a 3 month period, followed by coaching groups, as follows:

MODULE ONE

CREATING THE VISION

Venting...Letting go of the emotion Creating a vision for the successful change Introduction to change Action planning

Baseline assessment against the vision

MODULE TWO

UNDERSTANDING CHANGE

Number of change models, such as: The Change Curve Resistance to change Use of an organisation specific case study

MODULE THREE

MANAGING CHANGE

Review of progress against the vision Impact of climate on change Engaging others in change Communicating with individuals

MODULE FOUR

CREATING RESILIENCE CHANGE

Measuring our own resilience Self esteem and beliefs Tools and techniques to develop resilience Personal action planning

COACHING GROUPS

Review of progress - organisational and personal Specific inputs related to needs of the group Refresh on models as appropriate
2nd assessment against the vision

Skipper's Comments

The programme has enabled the organisational changes to be implemented more smoothly and effectively than we have ever achieved previously.  I am really pleased with the increase in our managers’ abilities to understand what change is all about, how it impacts on people and to put their learning into action. 

Guest Comments

A questionnaire was developed following Module one – Creating the Vision – which measured the participants’ perceptions of how they were doing against their own vision for success.  For example, the vision for what successful implementation of the programme would have been like included statements such as:

  • I have been able to communicate effectively during the change.
  • I have been able to respond appropriately to negative behaviours that I find challenging to deal with.
  • My team says and feels that I provide clear direction.

These statements were incorporated into the questionnaire, a baseline assessment was taken prior to module 2 and a 2nd assessment 5 months after the end of the formal training sessions.  There was an increase in score for each of the 23 questions and for the above questions the increases in scores were:

  • Communicating effectively – increase by 16.29%
  • Responding to negative behaviours – increase by 17.78%
  • Providing clear direction – increase by 10.62%

Competence in dealing with resistance to change increased by a staggering 37.5%:

PIC Here kj Average score in October 2005 – 6.21, average score in April 2006 – 7.92 based on a scale of 1 to 10

Competence in motivating people and moving people on during change, increased by 19.8%:

j


Average score in October 2005 – 6.62, average score in April 2006 – 7.93 based on a scale of 1 to 10

Comments from participants about the programme included:

  • ‘Made me more confident about directing people through change and helping them to understand why they may be reacting as they do.  Also how to influence them positively’.
  • ’I have learnt that change is not just about organisational or team changes but more to do with the impact on the individual and the communication with the individual as well as the team’.
  • ‘As a result of this programme I have learnt to manage my own negative reaction to change. It has reinforced my own philosophy to act with integrity and to my own values’.
  • ’The course was excellent and brilliantly run in a lively, friendly and practical way.  Many, many thanks’.

back to case studies

 
Site by Brava design