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Transcript

Benefits and Barriers to Change

ILM Unit 504 - Leading Innovation and Change

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Index

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Benefits of innovation and change

Overcoming barriers to change

01

02

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01: Benefits of Innovation and change

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Successful businesses anticipate what their potential customers might need and/ or want and they innovate in anticipation of their future requirements. Innovation and change in an organisation are usually responses to threats or opportunities in the external environment. Both of these are future oriented.

Benefits of innovation and change

“The customer generates nothing. No customer asked for electric lights… no customer asked for photography… no customer asked for an integrated circuit.” – W. Edwards Deming.

Activity: Reflective questions

PESTLE Analysis

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02: Overcoming barriers to change

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In order to implement change effectively, the manager needs to understand barriers to change and identify how these can be overcome. A useful tool is the change readiness assessment. It is used to predict how an organisation’s people will adapt to a change. It can identify the blockers to change that exist and help the organisation to identify ways of overcoming these barriers and helping the change to be implemented. You may have already completed a Change Readiness Survey prior to completing this topic. If not, enter your scores and interpret what this means. Are you ready for change?

Overcoming barriers to change

Change readiness survey

Identifying Barriers to Change: Insights from Team Feedback and Observations

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Overcoming barriers to change

Considering each heading from the Change Readiness Survey individually, what steps can you, as a manager, take to enhance your team’s readiness for change and improve the chances of a successful transition?

Activity: Managerial Actions to Enhance Team Readiness

Fostering a Safe and Supportive Environment

Reward and recognition

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For each of the following points, note actions which can be taken by the manager to increase team’s readiness for change:

  • Helping the team to understand the need for change
  • Leading the team
  • Managing the team
  • Influencing the team’s attitude to change
  • Communicating with the team about the change
  • Preparing the team for the change

Activity: Managerial Actions to Enhance Team Readiness

Imagine you have distributed a change readiness survey to your team members, and the overall results reveal that most strongly disagree with the majority of the statements. Observing their behaviour, engaging in team discussions, and holding one-to-ones or appraisal meetings may also indicate that certain individuals are resistant to change. Before taking any action, it's essential to gain a deeper understanding of the barriers they may be facing.

Within the organisation structure, and to support the leadership skills of the manager, there need to be processes to reward and recognise ideas and suggestions from the team.

  • Team members and others are more likely to participate and share their ideas if:
  • they feel that they are being taken seriously
  • credit is given to the appropriate individuals and teams
  • ideas are praised, even if they are not fully used
  • they are encouraged to think of even more ideas, and to keep an eye out for other opportunities for development and improvement

Reward and recognition

Note your answers to the following questions so you can start considering the importance of keeping yourself and your workplace in an innovative and creative mindset:

Reflective questions

  • Explore the benefits of innovation and change
  • What would happen if you did not innovate?
  • How are innovation and change related?

One way of anticipating where change and innovation will be necessary/beneficial is to conduct a PESTLE analysis and a SWOT analysis. The PESTLE is entirely focused on future external drivers for change whereas SWOT focuses on the organisation’s internal strengths and weaknesses as well as the external threats and opportunities.

  • Political forces – politics operates on international, national and local levels.
  • Economic Forces – such as, unemployment, inflation, price changes, interest rate changes, sources of funding, expansion in the economy, recession and austerity.
  • Social forces – come from the society in which we live, and include changes in the way people behave and the attitudes they hold, and the way that the population as a whole is made up.
  • Technological forces – there may be pressure on your organisation to introduce new technology.
  • Legal framework – changes in legislation can have a huge impact on organisations.
  • Environmental – issues include climate change, sustainability, transport, infrastructure, availability/location of raw materials. Ethics and Ecology sometimes added or substituted for the category Environmental.

PESTLE Analysis

People need to feel confident that their ideas will be valued. They need to feel secure and know that their careers are not at risk if they voice concerns or come up with new and innovative ideas. Managers must also behave in a positive and constructive manner and ensure that they observe the legal rights of team members. This means that they cannot simply change people’s job roles, terms of employment or working conditions without consulting them first.

Fostering a Safe and Supportive Environment