Managing, Surviving and Thriving on Change within the I&R
Sector AIRS Conference 2014 Faed Hendry - CIRS Manager Training
& Outreach Findhelp Information Services Toronto, Ontario
416-392-4544 [email protected]
Slide 2
Session Objectives and Outcomes At the end of this session you
will be able to: Identify your role in managing change within the
I&R services sector. Describe the need for change, why many
people fear uncertainty and how to overcome barriers. Identify
emerging trends and issues in I&R that will require change
management. Develop change management skills & harness
enthusiasm to bring about successful change
Slide 3
Exercise: Identify and Managing the Change field of I&R
your workplace On the exercise sheet that you have been provided,
please identify up to 3 significant changes to the field of I&R
or your workplace that you have occurred since 2000 (or since you
were hired.) sizeablesignificant clear concise These should be
fairly sizeable or significant changes. Examples could include new
programs new governance models, organizational structure,
technology or information management systems, new policies or
procedures, funding changes, etc. Be as clear and concise as
possible
Slide 4
Did You Know Video the top 10 in demand jobs in 2010 did not
exist in 2004? the first text message was sent in 1992. Today more
text messages are sent and received everyday, exceeds the total
population of the planet. that 1 in 8 people that got married in
North America last year met on line. Facebook has just broken the 1
billion people account barrier
Slide 5
Working in the Field of I&R We all have seen change to:
Standards and Quality Indicators for Professional I&R
Additional Programs Channels of Access Information Management
Systems I&R Computer Based Testing and Training Funding
Technology and Telephony Open Source/Open Referral
Slide 6
In the Past 25 Years I&R has gone from this In the Past 25
Years I&R has gone from this .
Slide 7
To This To This .. http://
Slide 8
To This To This
Slide 9
What is Change? To make the form, nature, content, future
course, etc., of (something) different from what it is or from what
it would be if left alone Change is an alteration of an
organizations environment, structure, technology or people. Change
is and always has been an inevitable part of life, especially in
our work settings.
Slide 10
What is Organizational Change? It is generally considered to be
an organization-wide change, as opposed to smaller changes such as
adding a new person. It includes the management of changes to the:
Business processes and technologies Job design and responsibilities
Organizational culture Policies/Procedures Mission, Values and
Strategic Plan Staff skill sets and knowledge base If you are
looking for the pace of change to slow, you are going to be sorely
disappointed because we would lose our competitive edge and fail to
meet the changing access needs of our clients.
Slide 11
Two Perspectives on Change Management Organizational change
management - I need results. We need to do things more efficiently.
We need greater accountability and transparency Individual change
management What will this mean to me? How will this impact me? What
if I cant adjust to the new transformation? Internal and External
Forces
Slide 12
Change Forces in I&R External Funding Demographic
Characteristics Technological Advancements Client and market
changes Social and political pressures Internal New Program
Development New Ways of Doing Business Organizational culture New
Staff/Management Strategic Plan
Slide 13
Common Reactions to Workplace Change habitcomfortsecurity
Resistance - The most common and initial response is resistance. We
resist because somehow we feel change is beyond our control. We are
all creatures of habit, comfort and security. Change is resisted
through the absence of effective communication When changes are
made, many employees lack the broader context or knowledge base of
why the change is being made
Slide 14
What makes change so hard? Structure Skills Staff Shared values
Systems Style Strategy Change can impact on many aspects of an
organization: The McKinsey 7-S Framework
Slide 15
Checklist Questions Structure Structure -How do the various
departments coordinate activities? How do I&R team members
organize and align themselves? Where are the lines of
communication? Explicit and implicit? Strategy Strategy - How do we
intend to achieve our objectives? Systems Systems - What are the
main systems that run the organization? Where are the controls and
how are they monitored/evaluated? Shared Values Shared Values -
What are the core values? How strong are they? What is the I&R
team culture? Style Style - How participative is the
management/leadership style? Staff Staff What specializations are
represented within the team? Are there gaps in required
competencies? Skills Skills - What are the strongest skills
represented within the team? How are skills monitored and
assessed?
Slide 16
Other Reasons Staff Resist Change Fear Not being consulted Poor
communication Changes to routines Low trust Misunderstanding about
the need for change Exhaustion/Saturation -Here we go again
Others?
Slide 17
Debriefing the Icebreaking Exercise Many of you responded to
the Icebreaking Exercise. The most common changes identified were
as follows:
Slide 18
Lets Take a Moment to Take Stock Wow thats a lot of change!
Take a moment to think of an example of organizational change that
you have experienced. Was it successful? Did it go smoothly? Why?
How would have you done it differently? What were your feelings
early on? Later on? What did the people around you say about
it?
Slide 19
Changes that you may have Experienced New Lines/New Projects
Role out of 211 and ADRCs Load Balancing New Standards for I&R
New Accreditation Criteria Database Inclusion Criteria New
Governance Structures Social Media/Access Channels New Style Guide
Open Source/Open Referral Dara Dashboards Partnership Development
CIRS/CRS Computer Based Testing I&R Online Training Call
Recording Telecommuting/Work from Home SQM Reporting New IMS System
New Call Tracking Systems New XSD Data Transfer Standards Disaster
Preparedness Technology and Telephony
Slide 20
What I&Rs Can Change Technology/Channels of Access
Technology/Channels of Access Mission, Vision, Values and Strategy
Mission, Vision, Values and Strategy Task-Job Design Task-Job
Design: The way work is performed in the I&R can be changed
with new procedures and methods for performing work.
Human-Behavioral Changes Human-Behavioral Changes: Training can be
provided to managers and employees to provide new knowledge and
skills, or people can be replaced or downsized. Organizational
Structure/Culture/Offerings Organizational
Structure/Culture/Offerings
Slide 21
Change is about Process but more importantly People The fact is
that organizations don't just change because of new systems,
processes or new organization structures. They change because the
people within the organization adapt and change too. Only when the
people within it have made their own personal transitions can an
organization truly reap the benefits of change. All sources of
resistance to change need to be acknowledged and people's emotions
validated
Slide 22
Change from the I&R Management Perspective I&R Managers
perspective on change is results oriented. Their primary concerns
are: When can the change be completed? How much improvement will be
realized? How will this change impact our financial performance?
What is the required investment? How will this change impact our
clients?
Slide 23
ADKAR 5 Elements for Individual Change A wareness of the need
for change (why). D esire to support and participate in the change
(our choice). K nowledge about how to change (the learning
process). A bility to implement the change (turning knowledge into
action). R einforcement to sustain the change (celebrating
success).
Slide 24
An I&R Work Scenario Take for example the implementation of
an Information Management System (IMS). If the change is
implemented and you believe it was not needed (i.e., you were not
aware that any changes were required), then your reaction might be:
This is a waste of time. Why change if it was working just fine
before? If it ain't broke, don't fix it. They never tell us whats
going on
Slide 25
An I&R Work Scenario If someone had taken the time to
explain that the old IMS would no longer be supported by the
vendor, or that new IMS was necessary for improved service
delivery, coordination and reporting, then your reaction (based on
this awareness) would likely be very different: How soon will this
happen? How will this impact me? Will I receive new training?
Slide 26
An I&R Work Scenario You have decided to implement call
recording. You know that this will not be a popular decision with
your front-line I&R staff. How would you communicate the
message? What would you do to try and get buy-in? What will the end
result be?
Slide 27
Three Phases of Change Current State Future State Transition
State
Slide 28
Successful change in I&R addresses both the technical and
the people side Solution is designed, developed and delivered
effectively (Technical side) Solution is embraced, adopted and
utilized effectively (People side) = CHANGE SUCCESS + Individual
PEOPLE change, NOT organizations
Slide 29
Individual Change Management is the Centerpiece of Success The
secret to successful change lies beyond the visible and busy
activities that surround change. Successful change, at its core, is
rooted in something much simpler: How to facilitate change with one
person. From ADKAR: a model for change by Jeff Hiatt
Slide 30
I&R Trends/Issues That You Will Need to Manage Open
Referral/Open Source Load Balancing New Technology and Telephony
(Mobile Apps, Chat, IM) Telecommuting Practices Quality Assurance
Practices (Call Recording, KPIs) Discussion Boards Collaboration
and Partnerships Disaster Preparedness/Emergency Management
Slide 31
Faeds 10 Tips for Embracing Change in I&R Respond to
change, dont react to it Recognize why change is needed Choose
optimism over fear Use the Balance of Rowing Principle Be Patient
Be willing to learn something new Keep the lines of communication
open Increase your adaptability factor be accepting of the now
Change or Perish (Think MySpace) I&R is Change. Growth is
Optional. Choose Wisely.
Slide 32
Everyone thinks of changing the world, but no one thinks of
changing himself. - Leo Tolstoy
Slide 33
Thank you for participating! Faed Hendry Manager Training and
Outreach Findhelp Information Services 543 Richmond Street West Ste
125 Toronto, Ontario M5V 1Y6 416-392-4544 [email protected]