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1
The Scout Association
1 Introduction
The changes facing the Association are large and will take a lotof work and time over the next three years. The aim of this
document is to describe how this change can be managed and
the work distributed. In particular, it uses a Change Champion
(the Area/County Commissioner) to keep an overall view of the
change, and a Change Agent (usually someone other than the
Area/County Commissioner) to manage the project in detail.
There are a lot of theories about managing change particularly
in large organisations. There are two theories that might help us
through the period of change that the Association is about to
enter. One places more emphasis on systems and processes
whilst the other places more emphasis on the people involved.
To be successful, we need to balance these two approaches
managing change with the people involved and doing so in a
systematic manner.
The model for the Association
The change management model (see page ) suggested for this
project is described in five steps. Some of these steps may
overlap which is fine so long as you are clear about where you
are going overall.
For each of these steps in the change management process,
the following sections describe what should be achieved.
Managing change
People
driven
System
driven
Association model
Commitment to change
Where do you want to be?
Where are you now?
How do you get there?
Implement
our movement,
our future
.1 Step One Commitment to change
There have always been changes in our Movement at some
times more than at others. In this period of rapid and large
change, the commitment, support and encouragement of those
leading Counties and Districts will be crucial.We will all win if
everyone is committed to making the same changes.
Demonstrate commitment in leadership
Those leading groups of people will need to show that they are
committed to the change. This includes Group Scout Leaders,
District Commissioners and County/Area Commissioners. This
commitment must be shown by their behaviour and what they say.
Accept the limits that are imposed
Most changes will have some limits perhaps because of the
number of people, resources or money that you have available.
In this case, there will be limits given by the new programme
(such as age groups). Everyone needs to know about the limits
and accept them.
Engender commitment from all adults in the Movement
All the adults in the Movement must be committed to the
change. This means that everyone must be kept informed and
encouraged to participate. This includes administrators, Leaders,
Helpers, and Commissioners and 05 year olds for whom the
changes will provide new opportunities.
Explain why changes are taking place
Ensure that everyone knows why the changes are taking place.
Remember to communicate this often, both before and during
the change process.
Value everyone's view and ideas
There will be options in the changes and local decisions will
need to be made. Everyone should be encouraged to contribute
to this. All contributions should be considered and people
informed of the outcome.
. Step Two Where do you want to be?
In this step, the Area/County, Districts and Groups should
consider where they would like to end up after the process of
change.
Consider influences
There will be many issues that will shape your view of where you
want to be. There may be external constraints (such as the rules
defining the programme from PRI); external enablers (such as
grants to help development); local factors (such as Area/County
and District development plans); and resource implications
(such as the money and the people required).
Set objectives
Describe what you want to achieve in simple and measurable
terms (you will need to know that you've made it!). There may be
overall objectives giving the broad view and detailed objectives
to further define these.
Assign priority
The objectives will need to be put into an order of priority so
that you know what is most important to tackle first. As with
any plan, it is best not to get sidetracked into putting a lot of
time and effort into an item that you consider to be low priority.
Involve local membership
Ask the people involved locally what they think should happen
in the future taking into account the fixed limits. Include as
many people as possible and ensure that you tell them the
outcome.
Managing change
continued
'If you don't create
change, change will
create you'
. Step Three Where are you now?
This step looks at what you are doing at the moment in Groups,
Districts and County/Area. It is sometimes easy to assume
that we know what is going on rather than checking that it is
indeed true. You may find that there is less work to do than you
imagined and you may identify examples of good practice
to share.
Collect data/facts
Find out what is going on this is a simple audit that should
involve a lot of people.
Collect views throughout the organisation
It is important that lots of people have a chance to tell you what
they think about how they are doing things at the moment.
.4 Step Four How do you get there?
Having decided where you want to be and knowing where you
are now, it is time to decide what you are going to do about it!
Identify methods from many people
Ensure that as many people as possible are asked to identify the
methods for implementing the changes.
Develop options
Once you have some options for methods make sure that the
practical ones are developed.
Choose methods
From the range of methods that are now available, involve the
people who will have to implement these in making the choice.
Plan
Generate a plan to put the changes into practice. Ensure that
the plan is clear and timed.
.5 Step Five Implement change
Implement
Put the plan into action. Make sure that everyone knows what
the plan is first. Publicise it as widely as possible.
Monitor
Carefully track the implementation of the changes to ensure
that the plan is achieving its objectives.
Adapt
Be prepared to alter the plan if it is not quite working out as you
had hoped. Be flexible.
Allocate tasks
Ensure that people know what is expected of them and by when.
Select a Change Agent
For a large change process, it will be helpful to have someone
who can meet people and drive the process on. To be truly
effective the Change Agent will need some power and money
with which to do the job and will need to have credibility in the
Area/County.
Explain the facts
Ensure that everyone knows the facts the reasons for the
change and what you are going to do.
Deal with resistance
Many people don't like change. You must accept this and ensure
that you plan to address it.
Managing change
continued
4
. Focus on people
.1 Key roles
In this paper we have identified two roles the Change
Champion and the Change Agent. Both roles are key to the
successful implementation of change.
.1.1 Change Champion
The Change Champion keeps an overall view of the change
process and promotes the change to everyone involved.
In the County and Area, the ultimate Change Champion will be
the Area/County Commissioner. However, at times this role will
also be necessary for the District Commissioner and the Group
Scout Leader.
The main aspects of the role are
• Demonstrate commitment to the change. Talk positively about
the change, encourage those who are working on change and
acknowledge progress towards change.
• Ensure that the facts about the change are well known.
Tell people about why the change is necessary, the plan itself,
the end point of the plan, and what has been achieved so far.
Resist the temptation to use hype or spin instead of facts.
• Empower the Change Agent to do the job. The Change Agent will
need power over financial resources,may need other people to
help do the job, and will need to attend meetings and have time
on the agenda.
• Monitor the change process. Let the Change Agent do the
detailed work. Check progress against the plan with the Change
Agent and the District Commissioners.
• Provide management and support for the Change Agent.
Hold regular progress meetings and personal review meetings.
Set targets with the Change Agent.
The County/Area Commissioner will retain the overall
responsibility for the change process. This will include giving
the final approval for the plan and providing ideas and direction
as appropriate.
.1. Change Agent
The Change Agent manages and drives the change on behalf of
the County/Area Commissioner. The main aspects of this role are
• Demonstrate commitment to the change. Talk positively about
the change, encourage those who are working on change and
acknowledge progress towards change.
• Ensure that the facts about the change are well known. Have a
clear understanding of the changes that are taking place what
and why and spread the word.
• Lead the change process. Provide the first line advice and
support within the County/Area.
• Act as project manager. Create, implement and monitor the
plan. Solve problems and act as a 'trouble shooter'.
• Manage the resources allocated. The resources may be finance,
people, materials or time.
• Motivate and enthuse all those affected by the change.
Take opportunities at meetings, at events, and in newsletters.
• Report to the Change Champion. Provide regular updates on
progress (but not all the detail as the Change Champion will
need to see the bigger picture). Check that the project is meeting
the requirements of the Change Champion and the plan.
Agree on changes if necessary.
Managing change
continued
'The ultimate solutions
to problems are
rational; the process for
thinking them is not'
• Recruit and manage a team. It may be appropriate to gather a
small team to help. This team will report to the Change Agent
and should have clearly defined job descriptions.
. Resisting change
There will often be resistance to change. It may happen for
many reasons. It is important to recognise this and to plan to
deal with it.
..1 Why people resist change
The main reasons for resisting change include
Personal views
People may see no need to change they may think that the
current situation is fine or that the proposed change will not
work. Some may resist the change simply because it was not
their idea or because they have no interest in change.
Habit and fear of the unknown
It is often easier to stay with the current situation. Change can
mean upsetting the routine and losing a sense of security.
No vision of the benefits
The gains to be made by change may not be clear. In some cases,
only the problems may be apparent.
Reason for change unknown
Some may see only the change itself rather than the benefits of
the change.
Disturbing existing relationships
People may feel challenged, threatened, and perhaps a sense of
loss if current relationships and teams are changed. Some may
fear a loss of status.
No trust in change makers
There may be no trust in the people who are making the change.
There may have been previous mistakes. They may feel that
there are other motives for making the changes.
Not involved
People may feel that they are not influencing the direction or
outcomes of the change and that no one is listening to their
views.
Too much work
The amount of work involved in the change may be daunting.
There are many other reasons for resisting change. It is
important to think about how individuals will view the change.
.. Dealing with resistance
If we start by accepting that there will be resistance to almost
any change, the need to deal with this resistance is clear.
• Accept that whatever you do, however good your
communication and preparation, there will still be resistance
to change.
• Predict the possible reasons for resistance to the change and
plan how you will address them these might include people
feeling that they will lose their position, influence, authority
or group of friends. When you present the plan, reference and
address these issues directly.
• Once the change process has started, identify the real areas
of resistance. You need to tackle people individually and address
concerns.
Managing change
continued
5
6
It will help others to accept change if the County/Area
Commissioner, District Commissioners and Group Scout Leaders
all support the change by
• Encouraging everyone to take part from the start of the change
process.
• Making clear the areas that are open for discussion and those
that are not.
• Keeping people fully informed and involving people in decision
making that directly affects them.
• Meeting people and talking about the change process.
• Using a positive attitude to the changes in everything that is
said and done.
• Anticipating the adult support issues such as new job
descriptions, existing roles that are no longer required, new
roles, re-training.
• Providing incentives to change such as praise in newsletters,
free resources once a Group is ready to move to a part of the
new system, or free resources to help with implementation once
a District plan has been established.
No matter how hard you work at the change process, accept that
you will lose some people along the way. If people in roles of
power and influence do not support the change, you will need to
consider if they should continue in those roles.
. Motivating people
Many of the ideas that are discussed in this paper will motivate
people and reduce de-motivation. In addition it may help to
consider the following
• Using motivation theories to identify what motivates people
(particularly as individuals).
• Providing clear job descriptions that take into account people's
goals and aspirations.
• Rewarding people who embrace the changes don't forget
simply to tell them that they are doing a good job!
4. Focus on systems
The systems used to plan effectively will be very important.
The Scout Association already uses some techniques that will
be useful. This section gives a few points to consider when
planning.
4.1 Planning
Understand what needs to happen
Some parts of the plan may depend on other parts. The use of
diagrams may help you to see the bigger picture.
You can't do it all at once
Break down the plan into smaller, more manageable chunks and
set objectives for each. Using the systematic planning tool
NAOMIE will help.
Set priorities
Give a priority to each objective. Consider how urgent as well as
how important each objective is.
Monitor and review progress
Decide how you will monitor and review the progress of the
project both the overview and the smaller tasks.
Managing change
continued
'Lord grant me the grace
to accept the things
I cannot change, the
courage to change the
things that I can and
the wisdom to know
the difference'
Be prepared to tackle something more than once
Learn as you go along and be prepared to take two steps forward
and one step back occasionally.
Be flexible
Identify areas where there is flexibility this may be in
time-scales or areas in which people can influence the
change process.
Build in contingency
Change is bound to take longer than you anticipate and it will
cost more than you plan for.
Be prepared for a dip in performance
When change is first made, performance drops as people
struggle with the new system and ideas. Eventually performance
will improve. Some people give up at the first sign of difficulty
and want to go back to the original system. Confidence and
reassurance from the Change Champion and the Change Agent
will be crucial at this point.
Identify resources
The resources may be people, money, materials or time.
Resources should be allocated to the tasks in the plan. Look for
ways to combine the tasks to make best use of the resources.
Stay on track
Whilst the plan is being implemented keep referring back to the
plan itself, the outcome of the 'where do you want to be' step
and the Change Champion to ensure that you are still on track.
Communicate
Identify the communication systems you can use to bring about
the changes e.g. to consult, to explain the nature of the
changes. Make sure that you use the most appropriate systems
and adapt them to meet your needs.
People issues
Consider the people issues mentioned in this paper and don't
forget to include them in the plan.
4. Other tools
Here is a range of tools that you might consider using at
different stages in the change process. There are, of course, many
others. To order a pack of information to help you further, call
the Information Centre on 0845 00 1818.
• NAOMIE
• Objective trees
• Brainstorming
• Facilitating
• Generating ideas
• Solving problems
• Styles of leadership
• Diagrams
• How to prioritise -
Johari's window
• Using meetings
• Forcefield analysis
• Review
• Motivation
• Focus groups
• Questionnaires
• Interviews
• Delegation
• Preparing and giving
a talk
• Project management
• Ask the Adult Support
staff for help
Managing change
continued
7
8
5. Summary
Do…
• Remember change is a process not an end in itself. If you focus
change on an event that is all it will be, just an event.
• Select priorities for change rather than try to do everything at
once.
• Involve people from all levels at every stage of design and
implementation.
• Publish early success to build momentum and support.
• Expect it to take longer that you anticipate.
Don't…
• Underestimate the cost of change build in costing for
communication, training and materials.
• Expect to be able to control all factors. Plan your response to
factors you can't change.
• Deliver spin or hype but do deal in facts.
6. Bibliography
Managing Change nd Edition. Christopher Mabey and Bill
Mayon-White. The Open University. Published by Paul Chapman
Publishing. 1. ISBN 1-856-6-0.
Checkpoint. The management checklists and management
thinkers on CD-ROM. Year 000 issue. The Institute of
Management. Three articles may be useful Checklist 08
'Mapping an effective change programme'; Checklist 040
'Implementing an effective change programme'; and Checklist
068 'Motivating your staff in time of change'.
Communicating ChangeWinning Employee Support for New
Business Goals. T. J. Larkin and Sandar Larkin. Published by
McGraw-Hill 14.
Managing Change and Changing Management. The Open
University Business School. B800 course text for MBA.
Managing People A Wider View. The Open University Business
School. B800 course text for MBA.
Why Do Employees Resist Change? Paul Strebel, Professor of the
Change Programme for international managers at the
International Institute for Management Development. Published
in the Harvard Business Review 16.
Managing Change. The Government Accountants Journal,
Summer 000.
Managing change
continued
'Change creates the
opportunity for
innovation'
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