Beruflich Dokumente
Kultur Dokumente
ADKAR is a copyright process used by Prosci an independent research company who sponsor learning about managing change. The web address is www.change-management.com if you wish to delve deeper. Derby Homes used this methodology when we were reviewing our community engagement structures in 2006/2007. Derby Homes also took part in Prosci Best Practice document in change management in 2007. This document below is made up of RIC members responses to these questions in the field of resident involvement using the Prosci framework. ADKAR = a five stage processes looking at critical areas to consider when planning for change. Thinking before you actually do it! Awareness Desire Knowledge Ability Reinforcement
How? Method?
Direct communication Attending tenant meetings Team/Management briefings Focus groups Tenant conference Tenant Newsletters Staff newsletters Leaflets Presentations Project groups Communicating to all stakeholders. Equalities communicating with everyone on an equal basis. Listening to feedback from the communication Message supported from the top (sponsors) powerful people in the organisation who back you. External vs internal communication press releases Involving tenants in the discussions. Involving other stakeholders (Councillors/partners) Identify resistance. Acknowledging rumours and combating them publically.
Knowledge
Tenants / Federation Access to information Identifying gaps Knowledge about organisation as a whole How to cope with change Why change is necessary Staff Up to date information Best Practice Beacon Authority Knowledge about tenants as people Outcomes How to cope with change Training programmes o Restate business reasons for change o Detailed description of the possible future, open for discussion o Be specific about skills and knowledge needed by employees to support change o What happens when things go wrong Open access to the following information: o Project schedules and milestones o Flowcharts o New software applications o New job descriptions and roles o New floor layouts and building designs o New policies and procedures
What to expect and why Organisation Mentoring 3 Star Organisations, what are they doing? Beacon Authorities, what are they doing?
Ability
Tenants / Federation Audit skills Training programme Ability to change Delivering training Staff Audit skills Skill in providing training Team effort Sustain momentum / address lack of morale Organisation Leadership skill Provide training Does the organisation have the ability to change Providing resources, finance and time Resilience Help employees apply what they have learnt in real world situations Ensure employees have time and opportunity to develop Be a role model Identify when more time is not the answer, bring in external intervention Develop coaching and mentoring techniques Diagnose the root cause or obstacle to tackle Plan and implement intervention
Reinforcement
Recognising the failure and success of changes Changing again where necessary Keep communicating reasons for change Keep communicating the benefits of change / the vision Keep listening to stakeholders Keep the momentum going Hold the line Continuous improvement