Discussion of Case Studies and Emerging Topics

public sector workplaces: change management case studies the context for change • • • • • operates in some form in most countries across the globe, driven by political demand and priorities huge scope of services / activities involved at local, regional, national and even global levels accountability is high, so value for money and risk management key priority considerations include the rationalisation, ownership and management of property new thinking around financing and running of property projects e.g. PFI • • • • • strong agenda of change and reform exists and desire to adopt many private sector philosophies new working practices and work-life balance considerations present important challenges and opportunities desire to improve standards and benchmark, often internationally desire to modernise historic culture and image of tradition and bureaucracy aligning the workspace with the organisational vision strategic briefing Briefing... from a single option… On the move... Brainstorming... ...to multiple choices to match tasks / needs Socialising... Concentrating... strategic briefing strategic briefing change “ to the fearful - it is threatening because it means that things may get worse. to the hopeful - it is encouraging because things may get better. to the confident - it is inspiring because the challenge exists to make things better.” no matter how good the office or building design, the layout, the furniture, the technology or equipment... ...only when people can work in harmony with the physical environment... …can the benefits of change be fully realised. aligning the workspace to the vision long-term vision? progress move to new workspace pilot space time progress achieved with traditional interventions, ignoring the real workplace opportunities progress achieved using decant space and ‘new office’ as a real catalyst for change workplace change management: an appropriately structured programme of activities and interventions, developed to encourage and support the smooth and natural transition to new working environments and new ways of working. recognising the key stages of change that people need to go through: processes emotions awareness denial understanding resistance engagement realisation commitment acceptance ownership enthusiasm the 7 key change management questions / steps 1. what is the desired outcome? the vision - and not just the physical outcome, but culture, working practices and behavioural aspirations 2. what is the present state? the diagnosis - physical environment, but also culture, history, context, wider organisational changes 3. what is the difference between 1 and 2? the scope, extent and nature of change 4. are there blockages / resistance? is there positive energy / motivation are there bad experiences, misconceptions? is there management commitment / any champions? 5. are the ‘changers’ willing and capable? what is the mood of staff 6. is the change feasible / realistic? are you taking on too much, is the culture ready, what are the risks? Based on the responses to above, then…. 7. design the right change programme of activities, interventions and support - or return to 1 to review or refine, as necessary what is the workplace change you want to manage? smoother move to new or changed workspace what is the scope / nature of change ? what is the capability ? significant and sustainable organisational, cultural and business transformation Is your vision just about the workspace or the business / organisation? ownership / evolution the change curve excitement / commitment acceptance / enthusiasm comfort / complacency awareness / denial / indifference understanding / engagement / curiosity resistance / cynicism case studies Her Majesty’s Treasury, London Ministry of Defence, London Her Majesty’s Treasury central London building building redevelopment project (PFI) 1,100 people completed Summer 2002 as a part of the broader initiative of a ‘joined-up’ government team working openness communication interaction collaboration flexibility the new environment will act as a catalyst and enabler, actively supporting the organisational and cultural changes within the Treasury securing the necessary resources managing people and business effectively attraction and retention of the best people through a better working environment new workspace and technology supports team-working, interaction and collaboration using information effectively open environment supports knowledge sharing; filing and storage strategy targets information access and retrieval better two-way communication new workspace supports enhanced communication and information flow within and between directorates pilot space pilot space protocols introduction As with many other organisations these days, we primarily study, generate and communicate knowledge. Looking to the future, the Treasury is investing in new working environments designed to better support us in a variety of tasks. In practical terms, the New Treasury Building and this pilot feature technology solutions that support mobility, and workspace solutions that support individual concentration and analysis, and others that encourage communication and exchanging knowledge with colleagues. The new workspace will also entail a slight shift in culture and behaviours for all of us. These protocols are the result of internal discussions and are intended as guidelines, to help us all get the best out of our new working environment. pilot space protocols shared spaces • AWS’s are available to everyone in the pilot space x Having a meeting does not necessarily imply the need for a meeting room; when choosing a space please consider if the meeting is better suited to informal meeting areas or four-person AWS’s provided. x Catering can be ordered through the existing channels. Items will be cleared from meeting rooms, but please clear catering items from four-person AWS’s and leave them in the kitchen for collection x Please leave all shared spaces (including Alternative Workplace Settings, meeting rooms and informal meeting areas) as you would wish to find them Single Person AWS’s how the office works • The 5 Single Person AWS’s are not bookable; they are for individual concentrated and confidential working (such as report reading/writing, confidential phone calls) x Please vacate these promptly when this type of work is completed, so as to free up the facility for your colleagues Useful reference papers are kept on desks, however, please be mindful of avoiding accumulation of unnecessary clutter over time • Long conversations at desks may be distracting to those working around us, so please consider moving to the informal meeting areas when appropriate • All shared spaces, including Alternative Workplace Settings (AWS’s), meeting rooms and informal meeting areas, should be completely cleared when you move to another space (including coffee cups, discarded pens and papers etc). • x Informal Meeting / Copy Area x You are encouraged to use the informal meeting area in preference to your desk for your more informal meetings. Please consider the café in the basement as another informal meeting area (and you can still keep in touch with the new cordless phones which will work here) x Please leave the printers/copiers as you would like to find them, and refer any issues to Joan Hofstetter x Any papers or other clutter ‘abandoned’ in this area will be binned without exception. It is important that you do not feel that you have to be seen at your desk to be working; you are encouraged to use the different spaces provided Four-Person AWS’s x noise Conversational ‘buzz’ is inevitable in every office environment and indicates a high level of interaction, which is openly encouraged. However, there are a number of ways to strike a balance between the need for concentration and interaction: • Being aware of your voice level should help avoid having to shout across the office as well as having to whisper to people • Divert phone calls to cordless phones and move to an AWS if your conversation requires more confidentiality or concentration • Please divert desk phone to voicemail (where applicable) whenever you are not available to answer calls • Remember to modify your mobile’s ringer tone and volume as appropriate when in the office • No use of phones or answering machines on ‘speaker’ facility in the open plan. HM Treasury Allington Towers - 2nd Floor Indicative Layout The four-person AWS behind Jon’s workstation is bookable through Sue Collingwood; the one behind Robin is bookable through Caroline Faulkes, and the third is not bookable. Meeting Rooms x Meeting rooms are bookable through Outlook by anyone in the pilot on a ‘first come first served’ basis. x To book a time slot, please type in your name and extension, and topic of the meeting x Remember to cancel the booking if the meeting is cancelled, so as to free the facility for your colleagues housekeeping and support x For Health and Safety reasons nothing should be stored on the floor, or on window cills x If you want to bring food into the office please dispose of any waste in the kitchens Equipment/Services PC, telephones Photocopiers, faxes, office sundries Catering Team IS AS AS Contact number HM Treasury • 70 people • decant building • 1 year trial of furniture, technology, support services, catering, protocols new workspace LIGHTWELL LIGHTWELL LIGHTWELL meeting room LIGHTWELL vending hub LIGHTWELL WEST COURT AWS toilets LIGHTWELL LIGHTWELL LIGHTWELL LIGHTWELL a day in the life.. 4 7 8. 3.30pm meeting elsewhere 4 1. 9.00am collect phone 3 1 2 5 3. 9.30am coffee and ad hoc meeting 7. 2.30pm follow-on discussion 6. 1.00pm formal meeting in booked room 2. 9.10am at desk to check emails and post 5. 12 noon at desk to check emails 4. 10.00am in an AWS for concentrated working 6 scenarios.. You are trying to concentrate on writing an important document. Two people nearby bump into each other and start a ‘corridor conversation’ which distracts you. What do you do? Change in the Treasury delivering the cultural change at HM Treasury Š Š Š Š Š Š Š Š user groups communications strategy roadshow presentations people’s panel filing and storage reduction ‘one horseguards’ newsletter intranet site new building site visits images of 1 Horse Guards Road Ministry of Defence central London building building redevelopment project (PFI) 3,000 people to be completed Summer 2004 project vision a better building clean, bright, airy; new furniture and equipment, more responsive services, and more adaptable open plan workspace supporting more communication and collaborative working better equipped an infrastructure supporting more flexible working including single flat screen PC with easy access to the internet, OGDs, information up to Secret and EDRM providing quicker access to information and easier knowledge sharing better processes leaner and more efficient organisation working together to and working deliver common defence goals; working more flexibly and practices informally across team boundaries to tackle projects pilot space • 100 people • decant building • 3 year trial of furniture, technology, support services, catering, protocols new space A typical bay generic plan (indicative layout only - level 6 south east corner) new elements – new furniture (desks, chairs, storage) – new meeting rooms – new support services – new vending machines – new facilities: restaurant gym library business suite – new technology: flat screen PCs access to internet and OGDs remote / mobile access electronic filing system – new protocols branding St Giles Court St Giles High Street London WC2 8LD Verecundus syrtes fermentet umbraculi, iam fiducias satis libere vocificat adfabilis suis. Plane pretosius chirographi lucide circumgrediet pessimus perspicax agricolae, quamquam oratori miscere Medusa. Ossifragi frugaliter praemuniet cathedras. Incredibiliter saetosus saburre senesceret aegre adfabilis concubine, iam adlaudabilis fiducias verecunde amputat matrimonii, quod concubine libere vocificat Octavius. Gulosus cathedras senesceret fiducias, ut chirographi adquireret lascivius fiducias, iam quadrupei agnascor umbraculi, et adlaudabilis saburre adquireret adfabilis catelli, ut lascivius zothecas imputat tremulus agricolae, semper adlaudabilis cathedras lucide insectat chirographi, et optimus bellus suis plane frugaliter senesceret gulosus quadrupei, iam perspicax ossifragi conubium santet parsimonia umbraculi. Bellus fiducias fermentet syrtes, utcunque fiducias circumgrediet agricolae. Zothecas infeliciter miscere apparatus bellis.Quadrupei neglegenter fermentet adlaudabilis suis. Matrimonii frugaliter deciperet parsimonia suis, ut perspicax fiducias suffragarit tremulus catelli.Adlaudabilis matrimonii circumgrediet Pompeii. Bellus syrtes vocificat optimus adlaudabilis chirographi, quod utilitas cathedras corrumperet catelli. Rures praemuniet syrtes, etiam gulosus matrimonii miscere saetosus agricolae. Pessimus lascivius matrimonii senesceret oratori. Utilitas ossifragi adquireret satis fragilis rures.Augustus celeriter amputat zothecas, utcunque umbraculi praemuniet cathedras, quod catelli conubium santet incredibiliter adfabilis umbraculi, utcunque concubine fortiter senesceret quinquennalis rures. Oratori frugaliter agnascor pessimus pretosius syrtes, iam umbraculi senesceret rures. Fiducias suffragarit quinquennalis agricolae.Perspicax syrtes vocificat apparatus bellis, etiam rures divinus senesceret Medusa. Oratori verecunde fermentet aegre utilitas cathedras, utcunque umbraculi fortiter iocari lascivius ossifragi. Incredibiliter bellus zothecas senesceret saburre, etiam catelli agnascor plane fragilis cathedras, ut saburre comiter vocificat matrimonii, quod pessimus adfabilis oratori infeliciter miscere aegre tremulus cathedras. Ossifragi lucide vocificat Caesar. Matrimonii deciperet zothecas.Vix bellus catelli comiter corrumperet oratori, semper gulosus rures spinosus deciperet quinquennalis concubine, iam ossifragi iocari pretosius catelli, et cathedras aegre libere conubium santet agricolae, etiam fiducias agnascor parsimonia saburre, iam quinquennalis chirographi conubium santet bellus quadrupei, quod Pompeii suffragarit St Giles Court St Giles High Street London WC2 8LD Verecundus syrtes fermentet umbraculi, iam fiducias satis libere vocificat adfabilis suis. Plane pretosius chirographi lucide circumgrediet pessimus perspicax agricolae, quamquam oratori miscere Medusa. Ossifragi frugaliter praemuniet cathedras. Incredibiliter saetosus saburre senesceret aegre adfabilis concubine, iam adlaudabilis fiducias verecunde amputat matrimonii, quod concubine libere vocificat Octavius. Gulosus cathedras senesceret fiducias, ut chirographi adquireret lascivius fiducias, iam quadrupei agnascor umbraculi, et adlaudabilis saburre adquireret adfabilis catelli, ut lascivius zothecas imputat tremulus agricolae, semper adlaudabilis cathedras lucide insectat chirographi, et optimus bellus suis plane frugaliter senesceret gulosus quadrupei, iam perspicax ossifragi conubium santet parsimonia umbraculi. Bellus fiducias fermentet syrtes, utcunque fiducias circumgrediet agricolae. Zothecas infeliciter miscere apparatus bellis.Quadrupei neglegenter fermentet adlaudabilis suis. Matrimonii frugaliter deciperet parsimonia suis, ut perspicax fiducias suffragarit tremulus catelli.Adlaudabilis matrimonii circumgrediet Pompeii. Bellus syrtes vocificat optimus adlaudabilis chirographi, quod utilitas cathedras corrumperet catelli. Rures praemuniet syrtes, etiam gulosus matrimonii miscere saetosus agricolae. Pessimus lascivius matrimonii senesceret oratori. Utilitas ossifragi adquireret satis fragilis rures.Augustus celeriter amputat zothecas, utcunque umbraculi praemuniet cathedras, quod catelli conubium santet incredibiliter adfabilis umbraculi, utcunque concubine fortiter senesceret quinquennalis rures. Oratori frugaliter agnascor pessimus pretosius syrtes, iam umbraculi senesceret rures. Fiducias suffragarit quinquennalis agricolae.Perspicax syrtes vocificat apparatus bellis, etiam rures divinus senesceret Medusa. Oratori verecunde fermentet aegre utilitas cathedras, utcunque umbraculi fortiter iocari lascivius ossifragi. Incredibiliter bellus zothecas senesceret saburre, etiam catelli agnascor plane fragilis cathedras, ut saburre comiter vocificat matrimonii, quod pessimus adfabilis oratori infeliciter miscere aegre tremulus cathedras. Ossifragi lucide vocificat Caesar. Matrimonii deciperet zothecas.Vix bellus catelli comiter corrumperet oratori, semper gulosus rures spinosus deciperet quinquennalis concubine, iam ossifragi iocari pretosius catelli, et cathedras aegre libere conubium santet agricolae, etiam fiducias agnascor parsimonia saburre, iam quinquennalis chirographi conubium santet bellus quadrupei, quod Pompeii suffragarit working better together working better together communications strategy / plan the rationale, role and key principles of communications for HOME WHY stakeholder groups and the the change community WHO key messages and nature of communication activities WHAT timetable, key events and milestones WHEN communication channels and media options WHERE media web site, newsletters, video, stress balls, t-shirts, posters, conference, presentations, workshops, drop-in centres media the award-winning web site... >home programme further activities for >home: • creation of the building and local protocols • visits to the ‘working model’ space • induction tours of the new environment • welcome book to the building re-structuring of the delivery model with >homeLife and >homeLeadingChange change can be a positive experience if managed well people need to be motivated to embrace changes people need the right level and style of communication, involvement, preparation and support - both before and after the change just think about how we handle change in our everyday lives workplace change: “it’s a journey, not a destination” setting and managing expectations creating an appetite for on-going development