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Zorgondersteuning 8/12
Sofie Blockx
PearlCultural Change
Er is maar één constante, verandering
Waar gaan we naar toe ?
TURBULENTETIJDENWereld van
opportuniteiten
Did you know ?
Maatschappij
Vuca World
olatilencertainomplexmbiguous
VUCA
Maatschappij
Xerox-
PARC
See-Feel-ChangeFormal – What we see
• Structures
• Formalised events and training out of the
workplace
• Written policies, processes, systems which are
‘pinned down’
• Logos, values statements, brand articulation,
marketing
• Buildings, posters, workspaces, mugs and
mousemats
Informal – What we don’t see (emotional)
• The ways things get done ‘in reality’
• Stories, metaphors, heroes, villains, language,
sacred cows
• Behaviours and relationships, power plays,
routines and ‘accepted games’
• Conscious and unconscious mindsets that get
played out
• Ways of deciding what is ‘right’ – reinforced
through everyday interactions
The paradox of change
Weten != veranderen
http://www.seefeelchange.com/video/the-complexity-of-behavioral-change/
Fasen in change- reacties: Kübler-Ross
13
1 Shock
2 Denial
3 Anger at you
4 Anger at me
5 Depression
6 Acceptance/Testing
7 Integrating and moving on
Performance
Motivation &
Energy
Time
Period of Loss
Increasing Stress
Period Decreasing Stress
Positive Growth
Let Go & Get Go
Fases in change - waves: Kübler-Ross
14
Performance
Motivation &
Energy
Time
Period of Loss
Increasing Stress
Period Decreasing Stress
Positive Growth
Senior Management
Middle Management
Staff
Evolutie in Change theorie: Top-down
8-step model of Kotter
1. Increase the urgency for change
3. Create the vision for change
4. Communicate the need for change
6. Create short term goals
8. Make the change stick
7. Stay persistent
2. Build a team dedicated to change
5. Empower staff with the ability to change
Development
Engagement
Diffusion
Discovery
Anchorage
- Create vision- Define non negotiable behaviors - Map networks of change
- Behaviors spread- Champions in action- Peer to peer influence- Progress tracking- Stories of success- Management support
- Community of change agents- Help them with their role- Align further leaders and managers
- Identify peer groups- Align management- Call for participation
- Adjustments- Re-focus- Progress tracking- Review points
Based on the Herrero ‘Viral change model’
Virale Change
Maatschappij
Change = Duidelijke Waarom + Duidelijke Motivatie +Duidelijke Wat
Pearl2
De banksector
Company 23
The change approach at KBC Onze Change aanpak
Ondersteuning & inspiratie
• Positieve insteek
• Betrokken mensen gaan een stapje verder
• Tools beschikbaar, niet verplicht
• Stimuleren tot werken in community
1. Neem zelf initiatief (Just do it)!
Pearl Ambassadors
2. Groot netwerk van betrokken medewerkers
Thema maanden
• 8 parels om Pearl tastbaar te makenvoor allemedewerkers
• Elke 3 maandeneen andere focus
• Animatie via pitstops
3. Pearl gedrag concreet gemaakt
4. Centrale rol voor innovatie
5. Speciale aandacht voor leidinggevenden
Nieuw leiderschapsmodel
6. Blijf vernieuwen
Mensen van KBC
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