Accelerate May 2015 - Page 26

Organisational Development You want robust information – not just what you and/or your loudest colleagues think! 3) Communicate then communicate again, then communicate some more It’s vital you communicate early and strategically. Your staff are on a journey; so, help them with the three As : • awareness of the change; • acceptance of it; and • action to embed it. If you don’t give people time to get their heads around what you’re proposing, you risk disengaging them and making your job so much harder. Remember that people within organisations have different wants, different job roles and tasks to undertake. Further, they also have different personalities, interests, influences and experiences. Taking all of this into consideration, it would be hard not to expect some kind of debate. When it comes, you need to embrace it. In order for change to be accepted, areas of conflict should be debated – and not just by those at the top of the organisation. Everyone needs to be on board. 4) Build up and use your allies Having champions across the organisation is the best way to make sure change is universally accepted. Take the time to engage those groups you know will be particularly influential, or hard to reach. We found that Senior Clinicians, for example, could block or influence change in whole sections of Trusts; so we delivered specific engagement events to them, and other key 26 May 2015 stakeholders, to get them onboard. These are also good opportunities to develop cross discipline alliances too. It’s helpful to encourage a collaborative culture or just to improve communication within the organisation in general. 5) Understand that the territory comes with personal risk Change is a buzzword. Many leaders get to the precipice and step back as they begin to feel the change getting closer to affecting their personal circumstance: their role, their staffing levels, their mortgage, for example. Our job is to help them realise that no change is ever risk free (if it was, we’d all be heroes!), and reassure them that the robust organisational readiness information that you (collectively) have collected means their decision making is also robust. The next thing for them to do is commit to their decision. What will organisational readiness look like and what’s the point? As with change itself, organisational readiness is never ‘done’. Be reminded that as people change, your organisational readiness changes. What you’re working towards, though, is a state where conditions and resources are right to support your staff through change, now and in the future. When the workforce is truly supported, there will be the motivation and attitude to engage with the change and really make it work. So you ultimately want your organisation to not only have the capacity to drive and embed change but also the maturity to have an appetite for more. With organisational readiness,