Further steps: How to make your initiative sustainable Discipline Change Programme –November 2012

Achievements so far

Unexpected outcomes

Obstacles overcome

….

Seemingly intractable problems

Resources

Team

Direction

Taking Stock

Change pre-conditions – creating a ‘tipping point’•The law of the few•The Stickiness Factor

•Excellence: perceived as best of breed •Uniqueness: clear one-of-a-kind differentiation •Aesthetics: perceived aesthetic appeal •Association: generates positive associations •Engagement: fosters emotional involvement •Expressive value: visible sign of user values •Functional value: addresses functional needs •Nostalgic value: evokes sentimental linkages •Personification: has character, personality •Cost: perceived value for money •distinctiveness

•The Power of Context

Sustaining and embedding innovationsA Good Practice Guide Peter Chatterton 2010• Changing people and culture

• Embedding or aligning with strategies, systems, initiatives and services

• Creating tools and resources

• Creating appropriate organisational structure

• Becoming more business-like and entrepreneurial

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http://www.google.co.uk/url?sa=t&rct=j&q=peter%20chatterton%20jisc%20toolkit&source=web&cd=3&ved=0CDEQFjAC&url=http%3A%2F%2Fwww.jisc.ac.uk%2Fmedia%2Fdocuments%2Fprogrammes%2Felearning%2Fsustaininginnovationsv2.doc&ei=1ziqUOfkFciu0QWEhYDwDg&usg=AFQjCNHYFwnmJeb4_I2aV1MUujGkd6yqOg&cad=rja

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Changing people and culture

• Raise the aspirations of staff and students.

• Motivate staff and students to adopt innovations.

• Transfer expertise, knowledge and know-how to staff and students.

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Getting Engaged

• Who is it for?

• What needs developing?

• How – workshops, seminars, cascading, mentoring, coaching, shadowing, consultancy

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Capacity Building

When?

Why?

Who?

What ?

How?

Communications

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What are the PESTEL drivers that will keep your initiative going?

Political

Economic

Social/ Sociological

Technological

Environmental

Legal

Vision and Scenario Planning

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• Supporting wider institutional and faculty goals

• Wider stakeholder constituencies

• Institutional processes such as QA/QE processes; curriculum development and review

Embedding or aligning with strategies, systems, initiatives and services

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What lessons have been learned about

• Curriculum development processes?

• Staff development?

• Reward and recognition processes?

• Performance development?

• And…. ?

Creating appropriate organisational structures

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Remember Moore’s Chasm…

Managing Resistance

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• Focus on impact – NOT output; NOT outcomes

• What benefits will your project bring?

• What value will your project add to student and staff experiences?

Becoming more businesslike and entrepreneurial

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What is going on at the moment?

What works well and what does not?

What is the most convincing diagnosis of the problem?

What alternative solutions are there?

What resources and support are available

Where might the blocks be and how can they be ‘unblocked’

What time-scale and sub-tasks are involved?

How will you manage the process of change?

When will you know to stop?

Consultancy questions

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Steve Outram

Going on from here...

Guidelines for bringing about cultural change

Always link to vision, mission and objectives

Create a sense of urgency and continually reinforce the need for change

The how is as important as the what

Attend to stakeholder issues

Build on the old, step into the new

Generate enabling mechanisms

Act as role models

Create a community of flexible leaders

Insist on collective ownership

Your own website

Your own newsletter

Meetings and more meetings

Showcasing

Consultancy

Social networks

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Keeping People up-to-date

Sustaining and embedding innovations A Good Practice Guide Peter Chatterton 2010• Changing people and culture

• Embedding or aligning with strategies, systems, initiatives and services

• Creating tools and resources

• Creating appropriate organisational structure

• Becoming more business-like and entrepreneurial

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Thank You

Steve.outram@heacademy.ac.uk

Reference

Sustaining and embedding innovations

A Good Practice Guide – Peter Chatterton 2010

See https://sustainembed.pbworks.com/w/page/35752880/Stages%20of%20innovation%20-%20from%20invention%20to%20systemic

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