module 4: managing change in the fire service environment
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Shaping the FutureShaping the Future OHT 4.OHT 4.11
MODULE 4:MODULE 4:
MANAGING CHANGE IN THE MANAGING CHANGE IN THE FIRE SERVICE ENVIRONMENTFIRE SERVICE ENVIRONMENT
Shaping the FutureShaping the Future OHT 4.OHT 4.22
TERMINAL OBJECTIVETERMINAL OBJECTIVE
The students will be able to explain The students will be able to explain why people resist change and develop why people resist change and develop strategies for implementing change strategies for implementing change within the fire service environment.within the fire service environment.
Shaping the FutureShaping the Future OHT 4.OHT 4.33
ENABLING OBJECTIVESENABLING OBJECTIVES
The students will:The students will:• Discuss the concept of resistance to change for Discuss the concept of resistance to change for
both people and organizations.both people and organizations.• Describe strategies for implementing change in Describe strategies for implementing change in
the fire service environment.the fire service environment.• Describe importance of the manager serving as Describe importance of the manager serving as
agent for change within the organizationagent for change within the organization• Describe the steps to be used for monitoring Describe the steps to be used for monitoring
changes and evaluate their results.changes and evaluate their results.
Shaping the FutureShaping the Future OHT 4.OHT 4.44
"There is nothing more difficult to "There is nothing more difficult to take in hand, more perilous to take in hand, more perilous to conduct, more uncertain in its conduct, more uncertain in its success, than to take the lead in the success, than to take the lead in the introduction of a new order of introduction of a new order of things." things."
- Machiavelli, 1537- Machiavelli, 1537
Shaping the FutureShaping the Future OHT 4.OHT 4.55
CHANGECHANGE
Making something different, Making something different, to modify, to make distinctly to modify, to make distinctly different from what wasdifferent from what was
Shaping the FutureShaping the Future OHT 4.OHT 4.66
FORCES CAUSING CHANGEFORCES CAUSING CHANGE
• Changing economic structureChanging economic structure
• New and developing technologyNew and developing technology
• New demands by citizens/ customersNew demands by citizens/ customers
• Federal, state, and local mandatesFederal, state, and local mandates
• Competition and privatizationCompetition and privatization
Shaping the FutureShaping the Future OHT 4.OHT 4.77
FUTURE CHANGES FACING THE FUTURE CHANGES FACING THE FIRE SERVICEFIRE SERVICE
• ADAADA• Downsizing/RightsizingDownsizing/Rightsizing• New hazardous materialsNew hazardous materials• TerrorismTerrorism• Environmental concernsEnvironmental concerns• Age discriminationAge discrimination• Federal health programsFederal health programs• Incident Management SystemIncident Management System
Shaping the FutureShaping the Future OHT 4.OHT 4.88
• Consolidation/RegionalizationConsolidation/Regionalization
• Modular fire apparatusModular fire apparatus
• Department imageDepartment image
• New mission statementsNew mission statements
• Solid-state SCBASolid-state SCBA
• Reduction in federal and state training supportReduction in federal and state training support
• Demands for quality improvementsDemands for quality improvements
• Third-dimension simulationThird-dimension simulation
FUTURE CHANGES FACING THE FIRE FUTURE CHANGES FACING THE FIRE SERVICE (cont'd)SERVICE (cont'd)
Shaping the FutureShaping the Future OHT 4.OHT 4.99
• Disaster preparednessDisaster preparedness
• Increased cultural diversityIncreased cultural diversity
• Personal liability issuesPersonal liability issues
• GangsGangs
• Fewer volunteersFewer volunteers
• New extinguishing agentsNew extinguishing agents
• Helmet radio systemsHelmet radio systems
• Reinventing governmentReinventing government
• Transformational leadershipTransformational leadership
FUTURE CHANGES FACING THE FIRE FUTURE CHANGES FACING THE FIRE SERVICE (cont'd)SERVICE (cont'd)
Shaping the FutureShaping the Future OHT 4.OHT 4.1010
• Alternate fuel vehiclesAlternate fuel vehicles
• GEO positioning systemsGEO positioning systems
• Business approachesBusiness approaches
• PrivatizationPrivatization
• Managed health careManaged health care
FUTURE CHANGES FACING THE FIRE FUTURE CHANGES FACING THE FIRE SERVICE (cont'd)SERVICE (cont'd)
Shaping the FutureShaping the Future OHT 4.OHT 4.1111
The one thing certain about The one thing certain about change is that it will always be change is that it will always be with us.with us.
Shaping the FutureShaping the Future OHT 4.OHT 4.1212
"Few organizations can be "Few organizations can be characterized as having a high level of characterized as having a high level of trust between employees and trust between employees and management, and consequently it is management, and consequently it is easy for misunderstandings to develop easy for misunderstandings to develop when change is introduced."when change is introduced."
-Kotter and Schlesinger, 1983-Kotter and Schlesinger, 1983
Shaping the FutureShaping the Future OHT 4.OHT 4.1313
FOUR REASONS PEOPLE FOUR REASONS PEOPLE RESIST CHANGERESIST CHANGE
• Desire not to lose something of valueDesire not to lose something of value
• Misunderstanding the changeMisunderstanding the change
• Belief that change will not improve Belief that change will not improve the organizationthe organization
• A low personal tolerance for changeA low personal tolerance for change
Shaping the FutureShaping the Future OHT 4.OHT 4.1414
HOW PEOPLE REACT TO HOW PEOPLE REACT TO CHANGECHANGE
• Willing to accept the changeWilling to accept the change
• Change to avoid getting into trouble, but Change to avoid getting into trouble, but do not believe in the changedo not believe in the change
• Say they will accept change, but never Say they will accept change, but never actually do soactually do so
• Openly oppose the change and refuse to Openly oppose the change and refuse to accept itaccept it
Shaping the FutureShaping the Future OHT 4.OHT 4.1515
BARRIERS TO SUCCESSFUL BARRIERS TO SUCCESSFUL CHANGE IMPLEMENTATIONCHANGE IMPLEMENTATION
• Lack of visionLack of vision
• History of poor implementationHistory of poor implementation
• Lack of middle-management supportLack of middle-management support
• Lack of understandingLack of understanding
• Environment of low risk-takingEnvironment of low risk-taking
• No-consequence managementNo-consequence management
Shaping the FutureShaping the Future OHT 4.OHT 4.1616
• Lack of planning for resistanceLack of planning for resistance
• Lack of timeLack of time
• Lack of union supportLack of union support
• Lack of synergyLack of synergy
• Rhetoric unsupported by resultsRhetoric unsupported by results
BARRIERS TO SUCCESSFUL BARRIERS TO SUCCESSFUL CHANGE IMPLEMENTATION CHANGE IMPLEMENTATION
(cont'd)(cont'd)
Shaping the FutureShaping the Future OHT 4.OHT 4.1717
The most important The most important tool available to the tool available to the manager in having manager in having change accepted change accepted within an within an organization is the organization is the level of trustlevel of trust established between established between employees and the employees and the administration.administration.
Shaping the FutureShaping the Future OHT 4.OHT 4.1818
FOUR STRATEGIES FOR FOUR STRATEGIES FOR BUILDING EMPLOYEE BUILDING EMPLOYEE
CONFIDENCECONFIDENCE
1.1. Identify who will be most affected by the Identify who will be most affected by the change and involve them in the decision change and involve them in the decision process.process.
– Builds employee commitmentBuilds employee commitment
– Increases employee motivationIncreases employee motivation
Shaping the FutureShaping the Future OHT 4.OHT 4.1919
2.2. Work to build trust between employees Work to build trust between employees and administration.and administration.
– Trust is basis of human relationshipsTrust is basis of human relationships
– Trust takes time and effort to developTrust takes time and effort to develop
FOUR STRATEGIES FOR FOUR STRATEGIES FOR BUILDING EMPLOYEE BUILDING EMPLOYEE CONFIDENCE (cont'd)CONFIDENCE (cont'd)
Shaping the FutureShaping the Future OHT 4.OHT 4.2020
3.3. Empower employees to increase "buy Empower employees to increase "buy in" and productivity.in" and productivity.
– Have employees "own" the goals of Have employees "own" the goals of organizationorganization
– Encourages commitment and Encourages commitment and motivationmotivation
FOUR STRATEGIES FOR FOUR STRATEGIES FOR BUILDING EMPLOYEE BUILDING EMPLOYEE CONFIDENCE (cont'd)CONFIDENCE (cont'd)
Shaping the FutureShaping the Future OHT 4.OHT 4.2121
4.4. Hold employees accountable for their Hold employees accountable for their work.work.
– When combined with empowerment, When combined with empowerment, major benefits come to the organizationmajor benefits come to the organization
FOUR STRATEGIES FOR FOUR STRATEGIES FOR BUILDING EMPLOYEE BUILDING EMPLOYEE CONFIDENCE (cont'd)CONFIDENCE (cont'd)
Shaping the FutureShaping the Future OHT 4.OHT 4.2222
"The difference between a "The difference between a successful change or innovation successful change or innovation and an unsuccessful one lies in the and an unsuccessful one lies in the capabilities of management capabilities of management personnel within a particular fire personnel within a particular fire department."department."
- Joseph N. Baker- Joseph N. Baker
Shaping the FutureShaping the Future OHT 4.OHT 4.2323
WHEN IMPLEMENTING CHANGE, WHEN IMPLEMENTING CHANGE, MIDDLE MANAGERS SHOULDMIDDLE MANAGERS SHOULD
• Advise employees of the details of the Advise employees of the details of the change.change.
• Discuss reasons for the change and its Discuss reasons for the change and its benefits.benefits.
• Discuss expected changes in existing work Discuss expected changes in existing work patterns.patterns.
• Discuss advantages to be gained Discuss advantages to be gained throughout department.throughout department.
Shaping the FutureShaping the Future OHT 4.OHT 4.2424
FOUR STAGES OF FOUR STAGES OF TRANSITION TO CHANGETRANSITION TO CHANGE
Stage 1 - StockStage 1 - Stock
Stage 2 - RetreatStage 2 - Retreat
Stage 3 - AcknowledgmentStage 3 - Acknowledgment
Stage 4 - Adaptation and changeStage 4 - Adaptation and change
Shaping the FutureShaping the Future OHT 4.OHT 4.2525
MANAGING STAGE 1: SHOCKMANAGING STAGE 1: SHOCK
• Help employees look for common groundHelp employees look for common ground• Give regular information and visible Give regular information and visible
supportsupport• Provide safety netsProvide safety nets– Clear statements of expectationsClear statements of expectations– Treat with time and emotional supportTreat with time and emotional support
Shaping the FutureShaping the Future OHT 4.OHT 4.2626
• Help employees identify what Help employees identify what they're holding ontothey're holding onto
• Identify areas of stabilityIdentify areas of stability
• Encourage a risk-taking Encourage a risk-taking environmentenvironment
MANAGING STAGE 2: MANAGING STAGE 2: RETREATRETREAT
Shaping the FutureShaping the Future OHT 4.OHT 4.2727
• Involve people in planning and Involve people in planning and decisionmakingdecisionmaking
• Point out that organization will Point out that organization will provide supportprovide support
• Emphasize that everyone is learningEmphasize that everyone is learning
MANAGING STAGE 3: MANAGING STAGE 3: ACKNOWLEDGMENTACKNOWLEDGMENT
Shaping the FutureShaping the Future OHT 4.OHT 4.2828
• Implement the planImplement the plan
• Ensure monitoring so information Ensure monitoring so information flowsflows
• Make corrections and communicate Make corrections and communicate themthem
MANAGING STAGE 4: MANAGING STAGE 4: ADAPTATION AND CHANGEADAPTATION AND CHANGE
Shaping the FutureShaping the Future OHT 4.OHT 4.2929
SUMMARYSUMMARY
• Develop strategies for implementing Develop strategies for implementing changechange
– Gain employee confidence and trustGain employee confidence and trust
• Mid-level manager introduces, Mid-level manager introduces, communicates, and manages changecommunicates, and manages change
• Proper monitoring and evaluating Proper monitoring and evaluating techniques are crucialtechniques are crucial
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