EFFICIENCY AND IMPROVEMENT
Change Management
The behaviours in the table below show how you can demonstrate the skill of Change Management at each of the competency levels in which it appears. Click on the plus sign to show the behaviours at that level.
Level 3
- Makes self accountable for the success of specific changes and continuous improvements and creates a sense of urgency to make them happen.
- Changes new goals into practical processes and plans change management activities considering both task and people factors.
Resources
Below you will find learning resources to help you develop the skill of Change Management. Click on the links to access the resources.
This PDF covers the ways in which we process information differently and how that can lead to miscommunication, even when we’re not aware of it. It describes the different levels at which we group information and how everybody works at different levels at any one time, following up with a technique to structure a meeting so that everyone is on the same page. This PDF is aimed at structuring information in a group.
Managing Time and Scope
This PDF covers the different levels of scope and range of time that people automatically prioritise and how that can cause conflict. For example, someone with a very immediate, detail focused approach will prioritise differently to someone with a long-term, broad vision. All focuses are important and cover one another’s blind spots.
VIDEOS
Managing Complex Information
This video explains the ways in which we process information differently and how that can lead to miscommunication, even when we’re not aware of it. It describes the different levels at which we group information and how everybody works at different levels at any one time. It shows you a technique to analyse and describe a topic so that everyone in a group can contribute, can clearly follow, and can be engaged.
Managing Time and Scope
This video explains how people automatically prioritise different levels of scope and range of time and how that can cause confusion and conflict. For example, someone with a very immediate, detail focused approach will prioritise differently to someone with a long-term, broad vision. All focuses are important and cover one another’s blind spots. Learn how to use this technique with a group or team and how to explain a complex topic to others.
ON THE JOB ACTIONS
Use Good Structure
Use a systematic approach to handle change. Read and/or watch Managing Complex Information for good structuring techniques. Read and/or watch Managing Time and Scope for good techniques where information spans a longer timescale or a bigger scope. Identify the purpose/goal of the change by moving up the level of detail, identify the benefits and options by exploring the detail.