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SKILLS DEMONSTARTION PERSONAL PROFESSIONAL DEVELOPMENT

6N1949

Eoin Shanahan

CT - 057845

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Organisational Change within

a Childcare Setting

Belasco and Stayer, 2003 3

YOU ARE ALL WELCOME To Begin

Change is hard because people overestimate the value of what they have and underestimate the value of what they might gain by giving that up.

The Cost of Child Care, 2010 & The Change-Management.com , 2014

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INTRODUCTION Change management within a childcare setting.

Childcare is the supervision and caring of children from the age of six weeks up to thirteen years.

Change management can be defined as a process to provide structure and the tools needed to realise change successfully both on the technological level and Personal side.

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OBJECTIVISE Overview of steps Involved Communication in the change process Outline of the link between the change process

and managing resources Various stages of decision making Overview of keeping staff motivated Various approach's to problem solving Conflict management and Conflict resolution Feedback of the change process Reflection of PPD

Lewin, 1947 6

OVERVIEW OF CHANGE MANAGEMENT

Kurt Zadek Lewin (09/09/1890) – (02/12/1947)

The first stage of the change process is known as unfreezing.

The second stage of the change process is that the change occurs.

The third stage of the stage process is the unfreezing stage.

Rosengren, 2006/ Big dog Little Dog's Performance Juxtaposition, 2013

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IMPORTANCE OF COMMUNICATION

The main types of communication are Verbal, Nonverbal, Oral, and Business communication in regard to change management.

Communication has three parts to it thought, Encoding, Decoding.

Change Management is a process where communication is needed for the process of change to occur effectively and reliable for all individuals involved to participate and accept the change that happens within the organisation.

Within a childcare setting if change management occurs all staff members must be involved.

Armstrong, 2006 8

CHANGE PROCESS AND MANAGING RESOURCES

Define functional objectives and plans .

Forecast activity levels in line with achieving objectives and plans in relation to company budgets for future business activity’s .

Assess resources and finance (manpower and funding) .

Financial assessment business model , the total sum cost of the budget .

Cost Savings .

Concentration on efforts .

Tuckman, 1965 9

STAGES OF DECISION MAKING

Forming .

Storming .

Norming .

Performing .

Adjourning .

Hackman & Oldman 10

KEEPING STAFF MOTIVATED

Skills Variety

Task Identity

Task Significance

Autonomy

Feedback

Project-Management-Skill.com, 2014 11

APPROACHES TO PROBLEM SOLVING

Define the Problem

Determine the Causes

Generate ideas

Select the Best Solution

Take Action

Deutsch, 1973 12

CONFLICT MANAGEMENT AND CONFLICT RESOLUTION

What is conflict?

Conflict occurs whenever incompatible activities occur

The management of conflict in a group is important if co-operation is to be maintained and the group is to be effective.

In order to understand conflict it is important to remember that conflict can be both destructive and constructive the way the resolution of the conflict is resolved.

Poorly managed conflict resolution.

Well managed conflict.

Brady, 2007 13

WHAT CAUSES CONFLICT Each group has the potential for many conflicts as a result of a number of

factors?

Differing perceptions of reality.

Different values and beliefs.

Personality and behavioural styles.

Goals and personal needs.

Large small transgressions.

Rewards and recognition.

Participation.

Brady, 2007 14

STRATEGIES USED TO MANAGE CONFLICT

Withdrawing (the turtle)

Smoothing (the teddy bear)

Forcing (the shark)

Compromising (the fox)

Negotiating (the owl)

Johnson & Johnson, 2003 15

STRATEGIES USED TO MANAGE CONFLICT

Each strategy is appropriate in different conditions.

The type of strategy will depend on if it is a long term or short term strategy.

Forcing is associated with ineffective conflict management.

Effective conflict management uses problem solving strategy such as the owl.

Zastrow, 1993 16

APPROACHES TO CONFLICT RESOLUTION

Identify and define what needs of each opposing side.

Generate possible alternative solutions.

Evaluate the alternative decisions.

Decide on the best acceptable solution

Work out ways of implementing the solution.

Evaluate how it worked.

Bardy, 2007 17

KEY PRINCIPLES IN CONFLICT RESOLUTION

Think before reacting.

Listen actively.

Choose a method that guarantees a fair process to all parties.

Attack the problem rather than person.

Accept your share of responsibility.

Use direct communication.

Identify the needs of each party to the conflict.

Focus on the future, rather than reliving the past.

Look at options for mutual gain.

Journal of Applied Psychology, 2004 18

FEEDBACK AND CONSTRUCTIVE CRITICISM

Feedback is an evaluative response about actions and process given out by an original source.

Give feedback in a timely manner.

The feedback process will differ depending on the recipient and receiver.

Luft & Ingham, 1955 19

CONSTRUCTIVE CRITICISM No time like now.

In public and private.

Practice makes perfect.

Does a reward fit.

No favourites.

Be clear and mean it.

Catch people doing it right.

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THANK YOU FOR LISTENING, I HOPE YOU FOUND THIS PRESENTAION ENLIGHTING

Any questions

Q & A