SAP CO2 Resource Efficiency – Tool 13: Change management – ‘incentives that work’
SUSTAINABLE ACTION PLANNING (SAP)
CO2 Resource Efficiency Tool 13:
CHANGE MANAGEMENT – ‘Incentives That Work’
Experience of resource efficiency in the NHS and in industry suggests that half of all good initiatives, identified through the sort of work that is producing your action plan, are never put into action. Even when companies could save millions of pounds they falter over managing change. Why? Invariably it comes down to people.
The NHS and industry is staffed by people – with all the same strengths and weaknesses. That is why so many of these tools are about people and managing their change.
Unless you are going to do this single-handed, successful action planning involves thinking about the ‘people issues’.
►In the NHS senior managers will be concerned about costs and savings, as well as good patient care.
►The NHS is highly professional and clinical staff may not have a strong inclination to change practices to reduce costs, which is sometimes seen as a threat to jobs. Explaining the high environmental impacts of NHS activity and how staff can play an important part in reducing them can be an effective motivator, especially as this has proved to also improves patient care and the working environment. Positive feedback can increase motivation.
►Nobody wants to work for an outfit that is wrecking the world for our grandchildren. So pride, happiness, responsibility, recognition and self esteem are important too.
►While in industry it may be okay to give someone who comes up with a good suggestion 10% of the savings made in the first year, and wave them off on holiday to the Bahamas, in the NHS this is not possible. But rewards can be important. A team reward might help, or at least recognition.
►If people take on change, with its extra effort and inconvenience, they want to know where the benefits will go. Nobody wants to see their budget cut next year just because they achieved greater efficiency. They do want to be able to do their jobs better. Sorting out in advance where the benefits will go is vital to success.
►Resource efficiency issues in one department are often caused by something happening, in another. Put yourself in the other’s position. Think how your proposed action will look from their perspective. Think through what benefits they could enjoy. (See Tool 19 Engaging People).
►Think about all the excuses: -
“Haven’t got the time”
“Management doesn’t care about this”
“If it is such a wonderful idea how come we didn’t do it last time management blew the whistle and we all ran down the other end of the field”
“When the Chief Executive makes up his mind I might do something”
“Nobody told me about it”
“It’s more than my job’s worth”
“I won’t be around when it happens”
“You’ve got more chance of being struck by lightning!”
“Changing that is outside my payscale”
“We don’t want to be at the bleeding edge of technology”
“Nobody has asked for it. Why should we do it?
“It’s a clinical risk”
“Health care is more important than the environment”
“Energy costs will come down again. They always have.”
“The jury is still out on climate change. I’ll wait for THE CHINESE to decide”
“It is currently under strategic review”
“I can’t keep up with the endless reorganization. Why take on this change?”
“Accounts won’t wear it”
Think about hownotto go about this, how to get it all wrong.
Talk to senior management. Tell them how important resource efficiency is. Then let them tell you to go away and make it happen. This way you’ll be working on your own but with management approval. Better than nothing, but not the backing you should be getting.
Tell senior management you are not totally convinced that addressing this resource efficiency issue will benefit the organisation, but the government suggests we should look at it.
Don’t bother with management if you are not getting their support, just give up and do something else.
You are presenting your case to the Chief Executive and you start out with: “We should retro-fit the new DERCO Vortex microprocessor based shredding detoxifier because it is intended for clinical applications and has fully welded, seal-less sensor construction with twin downdraught squirrel giblets.”
You start your presentation to the Chief Executive. After the first three of sixty slides he/she says, “I’m convinced, what should we do?” Then you carry on working your way to slide 60. He/she gives you a minute or two and then starts seeing counter arguments and finally as time runs out (but you are only at slide 40) he/she says “Sorry, we will have to stop it there.”
Arrange to have everybody important present for a briefing and then don’t plan what you are going to say, turn up late, ensure the audio/video equipment is not tested beforehand, and really go for it – wear the wrong clothes.
Tell your manager that adopting this change will considerably increase his/her workload.
Tell colleagues they simply have a moral duty not to do something unsustainable.
The matrix below may help managers improve change management. The matrix and much of this tool are taken from some excellent free publications available on the GOSW website
Change Management Matrix
Plot in each column where the organisation stands and then try to make progress by moving up the matrix in a straight horizontal line, targeting the weaker areas first.
Awareness > Interest > Desire > Action
Pressure for change / Clear shared vision / Capacity (resources) / Action (and performance)3
Policy and action plan in place
Regular reviews
Active commitment from top management / 3
High level of awareness and support at all levels
Staff highly motivated / 3
Resources (staff and funding) routinely committed
Cost savings re-invested for further improvements / 3
Action being taken and embedded throughout the organisation
Monitoring and reporting of progress
2
Policy agreed and communicated to all staff / 2
Representatives from all levels of management chain involved in planning process and drawing up action plan(s)
All staff given opportunity to make an input / 2
Key staff working on plans and projects.
Staffing and funding needs identified and resources becoming available / 2
Wider engagement across the organisation
‘Low-cost’ and more ‘no-cost’ measures implemented
1
Board level “champion” appointed
Drafting of policy / 1
Key and supportive staff identified for assisting in drafting policy, taking action, and driving the process / 1
“Champion” appointed at middle management level (to support the Board’s “Champion”).
Training & development needs assessment / 1
Commencement of action at some levels of the organisation.
Some ‘no-cost’ measures implemented
0
No explicit policy
‘Business as usual’, no forward planning
Lack of consistent leadership & responsibility (buck passing) / 0
De-motivated staff kept in the dark
No communication.
General mistrust / 0
No investment. High stress levels in over-worked and under-valued staff
No training & development / 0
Zero action
(or limited to crisis management)
© Government Office for the South West, 2004
Published on
Successful action requires careful planning. For each action write down:
►How does it fit into NHS strategy? Check.
►Are there good and measurable KPIs? Check
►Are the targets SMART? Check
►Who will be affected by the change? Check and double-check!
►What benefits are there for them – identify what will appeal and motivate?
►Plan how you are going to achieve the change you want by maximising the positives for everybody else, so avoiding ruffled feathers and the barricades going up.
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