Introduction
I am required to produce a formal report, of approximately 2,000 to 3,000 words in length, in which I will examine a recent work project, which has involved change. I have had personal involvement in this project. The report will outline what the change was and examine how the change project was managed from, inception to implementation. This examination will compare and discuss the actual management processes used with the “Kotter Eight-Stage Change Process”, reviewed during the November module.
In conclusion the report will identify: if the change project was successful and the criteria against which I have judged it to have been a success, any positive and negative aspects of the actual change process used. The report will also make recommendations as to how the management of the project might have been improved, based on the practical lessons I learned during the change process and the theoretical knowledge and understanding I now have of the “Kotter change model”
PROFILE OF TRUST
West London Mental Health Trust was formed in 2001 from a merger of Ealing, Hammersmith and Fulham Mental Health Trust and Broadmoor Hospital Authority. The Trust further enlarged in 2002 when it absorbed Hounslow Mental Health services. The change processes involved in both projects saw large scale change. Many people were affected and were required to adapt to ensure the success of the new composition and structure of the Trust.
The Trust comprises of 23 directorates, split into three divisions: Corporate Services, Local Services and Forensic Services. The Trust provides treatment, support and guidance for people affected by mental illness in West London. In addition the Trust are responsible for three national services: High secure services at Broadmoor Hospital in Berkshire, services
for adults, young people and families at Cassel Hospital in Richmond and a gender identity clinic in Hammersmith. In total the Trust has approx 1500 inpatient beds.
The Trust continually adapts to the changing needs of mental health health services in West London. In December 2007, the Trust announced a need to change the way in which mental health services are provided throughout West London and Broadmoor. Five geographic sub structures are to be created by April 2009, to further improve patient access to services at local borough level. The sub structures will inevitably result in changes for many employees within the Trust. Employees will need to adapt and embrace the changes to fulfil the requirements of the strategic direction of the Trust, and the eventual implementation of the new sub structures.
Material from the Facilities Management Development and Training Programme 2007-2008 was used to provide theory on the “Kotter change model”. Various literature gathered from the internet was used which provided wider opinion and comment on the “Kotter Eight-Stage Change Process”.
The book by Stephen C. Lundin, Harry Paul, and John Christensen 2006 Fish, Hodder and Stoughton, GB, helped in understanding alternative methods of engaging with people to make change successful. The parable focuses on how a fictional manager transforms a chronically unenthusiastic department into an effective team. Similarly, the book by Dr. Spencer Johnson 1999, Who Moved My Cheese, Vermillion, London, also gave valuable insight by way of a parable. The book describes how to anticipate, adapt, enjoy and be ready for change quickly, again and again.
WLMHT’s Change Management policy was also read, however, the policy largely concentrates on large organisational change, and its adverse impacts on personnel affected, such as redundancy and re-deployment. The policy was considered largely irrelevant for the sake of this report.
CHANGES TO ESTATES SERVICES AT BRENTFORD LODGE
This report outlines the change in the provision of Estates Services to Brentford Lodge, a West London Mental Health site in Brentford, Middlesex. The report examines how the change in providing an alternative method of Estates Services was managed from, inception to implementation. The examination compares and discusses the actual management processes used with the “Kotter Eight-Stage Change Process”.
Changes to Estates Services at Brentford Lodge
Brentford Lodge is a twelve bedded residential mental health unit providing respite care. The care services provided are for people in the Brentford area over the age of 65. The service allows for carers to receive respite for a period of two the three weeks, whilst the patient is cared for at Brentford Lodge.The unit was built in 1995. The unit is a single storey building with an internal gross area of 760m2. (Illustration 1)
The Estates Services had been fully managed and provided by an external contractor since 1995. The most recent contract was due to expire on 31st March 2007. The E&FM examined options in September 2006 on how best to provide future Estates Services from 2nd April 2007. (These options are described later in the report)
The decision was made in November 2006 to re-provide Estates Services to Brentford Lodge by use of existing Estates Services personnel and resources within the Trusts Estates and Facilities Services (Department) from April 2nd 2007.
The following eight sections are each divided into two sub sections which in turn report on the: Actual Change Management Process Used (examination of the change project to re-provide Estates Services to Brentford Lodge) “Kotter Eight-Stage Change Process” (Comparison and Discussion of the Actual Change Management Process with the “Kotter Eight- Stage Change Process”)
Stage 1 – Option Appraisal (Actual Management Process) The E&FM began considering the options of how best to provide Estates Services to Brentford Lodge in September 2006. The E&FM was aware that the externally provided contract was to come to a natural end on 31st March 2007.
The E&FM’s preferred option was to re-provide Estates Services to Brentford Lodge by use of existing staff in the E&FM’s Team, and resources within the Estates and Facilities Services (Department). (Illustration 2). The preferred option was based on the following: Pre-tender quotations concluded that a significant increase in the cost of a contracted service would be realised. The increased cost would exceed the total Estates budget for the site.
The E&FM’s in house Estates Services Team could be provided within existing Estates budgets at no additional cost to the Brentford Lodge site budget. The E&FM’s two Estates Technicians were able to accommodate the day to day reactive and maintenance service at Brentford Lodge. This was due to a recent reduction of duties. Two small Trust sites had been disposed of during 2006. The resultant reduction in workload allowed sufficient spare capacity to allow the Estates Technicians to cater for the Estates Services at Brentford Lodge.
Stage 1 – Establishing a Sense of Urgency (Kotter-Eight Stage Change Process) The first stage of a change project should create a sense of urgency that the change is necessary. A clear problem definition should be easily identifiable. Visual presentations can help in explaining why the changes are needed.
The urgency was identified as re-providing an Estates Service by 2nd April 2007. The change project explored the alternative ways in which to provide Estates Services. This included examining the market and competitive realities. This examination identified a preferred option. The change also gave rise to consider the content of actual estates service provision. Frequencies of service visits could be altered, enhanced, reduced or modified. A sense of urgency was not used to motivate Estates Services personnel or Brentford Lodge staff and managers, to overcome complacency, fear, anger or pessimism, at this stage.
Stage 2 – Validation and Agreement (Actual Management Process) The E&FM met and discussed the change project with the Associate Director of Estates and Facilities Operations (ADEFO) to request approval to proceed. The ADEFO agreed the change based on two factors: Ability to manage Estates Services within existing budget. Politically pleasing to bring an externally provided service back “in-house” The ADEFO agreed that the EF&M should lead the change project.
The E&FM met with the Estates Officer (EO) who would be managing the in-house Estates Service on a day to day basis, to discuss the change project. The EO’s role would be to assist the E&FM in providing the Estates Service by use of existing labour and resources. The EO would also be required to manage newly arranged individual external service and maintenance contracts to the site.
Stage 2 – Creating the Guiding Coalition (Kotter Eight-Stage Change Process) Creating the guiding coalition should put together a group with enough power to lead the change. Effective leadership should then ensure the group work together as a team. The leadership of the project was given to the E&FM as this role best suits the position of power required to manage the changes involved. The E&FM chose that the team be made of the E&FM and the EO. The EO had the following attributes to be valuable team member:
- The correct attitude
- Credibility as an EO
- Good experience and relevant knowledge
- Shared the same vision
- Good reputation.
The project guiding team did not include any staff or managers at Brentford Lodge. A manager from the site should have been included to act as a representative of those due to receive the new in-house Estates Service.
The team did not include any representative from Estates and Facilities Services, who would be required to assist in providing resources such as help desk services, or additional administration support.
Stage 3 – Positive Change Strategy (Actual Management Process) The E&FM considered how best to create positive aspects of the change. The E&FM concentrated on providing positive selling points to attempt to ensure positive co-operation. The positive aspects and selling points were: Bringing the Estates Service in-house adds to the internal values of the Trust. The in-house Estates Service is more flexible and its supervision more approachable, compared to a contracted service. The Estates in-house service is more economical in terms of maintenance services. The cost of new works, of which the sites are required to finance, are often cheaper as result of direct labour rates are less that contractor rates.
Stage 3 – Developing a Vision and Strategy (Kotter Eight-Stage Change Process) A vision should be created by the Guiding Coalition to create a compelling picture of the change project.
The successful and effective vision will be bold, inspirational, clear, and credible. The vision should also include the following characteristics:
- Positive portrait of the future
- Comprise realistic, attainable goals.
- Appeal to the longer term interests of those involved.
- Provide clear guidance in decision making.
- Flexible enough to allow individual initiative.
- Easy to communicate.
- Strategic planning activities such as budgeting and action planning can provide a useful foundation for guiding the development of an effective vision.
The E&FM was not aware of the concept of the “Vision”. This stage of the change project was aimed to provide clear “reasons” or credibility of the change. The vision used by the E&FM was basic. The E&FM could have created an inspirational presentation or a simple brochure to promote the in-house Estates Services. The “selling” points lacked a sense of emotion or creative aspects required to drive the change project. An action plan was not written which would have created an effective and focused tool, to demonstrate and promote the in-house Estates Services that Brentford Lodge would receive.
Stage 4 – Communicate the Change (Actual Management Process) The E&FM communicated the changes by meeting the various individuals and teams that would be affected by the change. The E&FM identified the following people to meet and discuss the change:
- Service Manager for Brentford Lodge
- Unit Manager for Brentford Lodge
- Administration Manager for Brentford Lodge
The two Estates Technicians who would be providing reactive breakdown and maintenance services The Estates and Facilities Help Desk Manager and Help Desk Operator The Facilities Manager who provides Catering, Cleaning, Waste and Pest Control Services to Brentford Lodge. The Facilities Co-ordinator who supervises the day to day services of Catering, Cleaning, Waste and Pest Control to Brentford Lodge
The Service Manager, Unit Manager and Administration Manager from Brentford Lodge received the outlined changes with reasonable enthusiasm. The E&FM also presented the Estates Services they would receive and how they would receive them. They were confident that the changes outlined would result in an improved Estates Service to Brentford Lodge.
The two Estates Technicians were comfortable in learning that they would be providing the site with reactive, breakdown and maintenance services. The E&FM assured them, that reactive breakdowns and maintenance to the site would approximately equal the amount of time previously taken on the two sites that were disposed of, by the Trust in September 06.
The Facilities Manager, Facilities Co-ordinator and Help Desk staff were positive in providing additional peripheral support to the service change. Written communication was through a memo on email. The memo briefly outlined the change, and included all contact details to access the Estates Service, EO and E&FM.
Stage 4 – Communicating the Change Vision (Kotter Eight-Stage Change Process) The effective vision should now be communicated by the guiding team. The vision and strategies should be conveyed frequently, with particular thought given to the following:
- Persuasive personal delivery of the vision
- Clear and confidently presented
- Address emotional issues raised by change, such as anger or anxiety Evoke faith in the vision
- Remove jargon and keep simple
- Use metaphor and analogy to paint verbal pictures
- Lead and behave consistently by example
- Explain perceived inconsistencies of the change
- Use multiple forums, such as large and small meetings, memos, newsletters. Formal and informal interaction allow for formal and informal interaction.
The E&FM communicated alone to those affected by the change. The guiding team was not used. The EO’s inclusion could have helped in re-enforcing the vision. The E&FM’s written communication techniques could have been expanded to include newsletters. Memos could have been less formal and the opportunity to positively publicise by use of pictures and symbols on simple flyers may have helped the vision.
The meetings with individuals lead by the E&FM were delivered confidently. A real sense of promoting the in-house Estates Services evoked faith in the vision. There was not any conscious effort on conveying “feeling” to the changes. However, all personnel spoken to had previous good relationships with the E&FM. A mutual respect was evident which provided a trust. This trust in turn led to confidence which assisted the success of the change project.
Stage 5 – Enabling (Actual Management Process) The next stage involved the E&FM and the EO to arrange the various components that were required to provide Estates Services to the site. The components to provide the in-house service included: Providing Brentford Lodge site information to the in-house Help Desk. Site assets, room numbering and floor levels were required to be installed on the help desk database. This information allows for the creation of work request sheets when receiving a request for work for the site.
Arrange for the commencement of individual maintenance and service contracts. (Appendix 1) Arrange for staged handover with the out-going external Estates Service provider. Ensuring the Estates Technicians were able to be supplied with spare parts and sundries specific to the site. Arrange induction for the EO and Estates Technicians.
Stage 5 – Empowering Employees for Broad Based Action (Kotter Eight Stage Change Process Employees should now be empowered to undertake their jobs correctly according to the change. This should be achieved by reducing employees’ impediments to doing their jobs right. Barriers to achieve the empowering of employees include:
- Managers who are resistant
- Incorrect systems or structures
- Barriers in employees’ mind that change is impossible
- Personnel not aware of their impact on the change
Resistant managers should be assigned to where the most acute problems lie. They can then see and feel for themselves the results of the problem. The EO was not resistant at any stage, and engaged enthusiastically in the enabling process. Systems and structures should be re-aligned to reflect the vision. The in-house help system was re-aligned to reflect the change. The individual maintenance and service contracts were arranged to accommodate planned preventative maintenance to plant, systems and equipment.
Solutions to consider for those who think change is impossible include communicating small success stories from similar change projects. The EO and Estates Technicians anticipated a successful outcome. The encouragement to take risks, or non-traditional ideas, activities and actions were not required to help embrace the change.
The EO and Estates Technicians may not have been aware of their impact on the change. Techniques to enhance their awareness include allowing them to view themselves, using videotapes and other types of observation in a non threatening forum. Using the concept of seeing and feeling change from a safe perspective creates the positive opportunity for transformation to take place.
Stage 6 – Familiarity (Actual Management Process) The EO and the Estates Technicians visited Brentford Lodge several times in the few weeks before receiving handover of the Estates Services. The purpose of the familiarity was to gain knowledge of the site, its occupants and the engineering, building and electrical services.
The EO built valuable relationships with the sites’ manager, clinical and nursing staff. These relationships were needed in readiness for the subsequent day to day Estates Management of the site. To build the rapport with the sites’ staff, the Estates Technicians under the supervision of the EO, carried out small outstanding repair works and minor new works, such as picture hanging, installing coat hooks and shelving.
Stage 6 – Generating Short Term Wins (Kotter Eight-Stage Change Process) Short Term Wins should be created to show visible improvements or small successes towards the longer term vision. This helps the change momentum and discourages doubt or deflation of the longer term initiatives.
Within the familiarity process of learning and gaining site knowledge the EO gained Short Term Wins. By providing additional picture hanging, installing coat hooks and shelving, evidence of the Estates Technicians skills were demonstrated. This gave confidence and emotional uplift to the sites’ managers, staff, Estates Technicians and the EO.
Stage 7 – Handover and Commencement (Actual Management Process) Handover and commencement of the Estates Service took place on 2nd April 2007. The process involved receiving full responsibility of all Estates Services in-house from the out-going contractor. All systems (help desk, day to day management, out of hour’s services, individual contract services) were made active and available to provide a seamless, effective and efficient in-house Estates Service.
Stage 7 – Consolidating Gains and Producing More Wins (Kotter Eight-Stage Change Process To maintain the momentum of Short Term Wins, the gains should be consolidated by producing more wins, usually of a more difficult political or organisational issue. For example these may include: Changing systems, structures and policies to fit the transformation vision Empower employees to take further risks
Promoting and developing people who can implement the change vision Hiring new staff to implement the change vision. Re-invigorate the process with new projects, themes and change agents At this stage in the change process there is a danger of overload. There may simply not be enough time to do all the old work and adopt the new initiatives. Two ways to reduce the workload is to simplify wherever possible and by cutting out anything that is not value–added.
The handover and commencement of the in-house Estates Service was a simultaneous switch of systems. The in-house Estates Service consolidated all systems when receiving handover from the out-going contractor. All previous short term gains immediately became consolidated.
Stage 8 – Monitoring (Actual Management Process). With the in-house Estates Service in place the E&FM handed over all day to day management of the service to the EO. In the first few weeks the E&FM received feedback on how the in-house Estates Service was performing. Regular verbal reports were provided by the EO, and to a lesser extent, from Brentford Lodge’s Service Manager.
The E&FM met the directly employed Estates Technicians, who were happy to be attending reactive maintenance requests to the site. They encountered several “teething” problems, but by nature of the individuals will to succeed, the problems were quickly solved. An annual review is arranged for April 08 to establish the continued effectiveness and efficiency of all aspects of the Estates Service to Brentford Lodge.
Stage 8 – Anchoring new Approaches in the Culture (Kotter Eight-Stage Change Process) It is crucial that the changes are sustained, and that tendencies of managers and employees slipping back into old routines are avoided. The following should be considered to anchor and make changes stick: Re-enforce new culture by promoting individuals who reflect the change Build a management base around the new culture
Hire new staff to emphasize the new expectations. Create better performance through customer and productivity- orientated behaviour Articulate the connections between new behaviour and organisational success Develop leadership progression and succession planning
Communicate successes to validate the change. The change project at Brentford Lodge anchored the changes by monitoring the Estates Service frequently in the initial few weeks. The relative success of the change allowed for praise, appreciation and further encouragement. This was especially important to the Estates Technicians, who were fundamental to the success of the project.
The performance review in April 08 will allow for further anchoring of the change. Praise and encouragement can again be given to those involved. Any shortfalls on performance and service in the review can be identified and improved upon to progress and re-enforce the change.
CONCLUSIONS
In conclusion the report identifies: If the change project was successful and the criteria against which it is judged to have been a success Positive aspects of the actual change management process. Negative aspects of the actual change management process.
The change project to re-provide Estates Services to Brentford Lodge by use of existing Estates Services in-house staff was considered to be a success. The criteria against which it is judged to be a success is made up of the following: Project management process achieved. Project feedback survey and findings. Estates Service performance measurement. Each of the three above criteria is expanded upon below.
Project Management Process Achieved. The eight stages of the actual project management change process were achieved with varying degrees of success. This allowed for the planned transition of the change, with the involvement and co-operation of all who were affected by the change.
Project Feedback Survey and Findings. The E&FM devised a small questionnaire to send to all those involved in the change project . The views of 12 employees were obtained. The questionnaire attempted to capture thoughts and views from Brentford Lodge managers and staff, and those involved in Estates and Facilities Services (Department). The results of the questionnaire are summarised in the table below. Employees were generally “accepting” before the actual change. Eight months after the change to in-house Estates Services, feelings and opinions had improved. More employees were “accepting” of the change in favour of feeling “cautious” or “apprehensive”.
