Title: Jan Parkinson Managing Director Local Government Employers
1Jan Parkinson Managing Director Local
Government Employers
2Culture Change
3- There is nothing more difficult to take in hand,
more perilous to conduct, or more uncertain of
its success, than to take the lead in the
introduction of a new order of things. - Machiavelli, The Prince
4A Definition
- Organisational Development and Culture change
5Culture Change Theories and Tools
6A Case Study
7GATESHEAD COUNCIL
- Where we started
- Where we were going
8GATESHEAD COUNCILa Model for Organisational
Change
Beyond 2007
9Leadership the key to unlocking change
10Redefining management
11Constructing a supportive management framework
12Defining an action focus for managers
13Building individual competence
14Enabling managers to manage
15Delivering sustainable culture change
16ACHIEVING OUR GOALS A PROGRAMME FOR ACTION
- Reorganisation
- Leadership Programmes
- Organisational Values
- Internal Communications
- Recruitment and Selection
- Management Competencies and Behaviours
- Management Development Programmes
- Re-defining job roles
- Quality Initiatives
- Performance management
- Change agents
- Recognition initiatives
- Attitude survey
- Corporate Training Programme
- Induction
17BARRIERS TO CHANGE IN PUBLIC SERVICES
- Professionalism
- Lack of
- Managerial culture
- CE understanding
- OD expertise/practitioners
- Inadequate focus on people issues
- Initiative overload
- Short term focus
18LESSONS LEARNED
- Crisis what Crisis?
- Dont criticise the past
- Organisational values
- Speed of change
- Acceptability
- Invest in staff
- Communicate, communicate, communicate!
- Rallying call!
- Symbolic gesture
- Not sequential
19SUCCESS CRITERIA
- Vision and clarity
- Buy in and commitment
- Energy and resilience, drive, determination
- Organisational nous
- Understanding of the pressures in the
organisation - Persuasion and influencing skills
- Credibility
- Sense of humour
20DIRTY BACK LANES OF NEWCASTLE J B Priestley
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