Resistance to Change for the Common Assessment Framework Project

1
Resistance to Change for the Common Assessment
Framework Project

• Justine Gibling
• Project Manager

2
Context

• The Children Act 2004 provides the legal
  underpinning for Every Child Matters Change for
  Children - the programme aimed at transforming
  children's services.
• Whole system step change.
• CAF is a framework to drive the change and
  integrate services for children and young people.

3
Research Focus

• Assess and identify the likely barriers to
  implementation of the Common Assessment Framework
  for the 3 statutory agencies, Health, Education
  and Social Care in Derby City Childrens services
  through the investigation of identifying areas of
  resistance to change

4
Research approach

• Using the Balugen HopeHayley Change
  Kaleidoscope (1999) identifies 8 features
• Lit review narrowed down to 4 themes Time,
  Capacity, Readiness and Capability.
• Questionnaires asked respondents to prioritise
  these 4 themes.
• Mixed methodology of Action research using
  qualitative questionnaires, interviews and a
  focus group.

5
Findings

• All agencies said that Time (or lack of) was
  the most likely cause of resistance.
• Capacity was the 2nd area most likely to cause
  resistance
• Readiness was the 3rd most likely to cause
  resistance
• Capability was the 4th and least area likely to
  cause resistance

6
Implementation of Findings

• Using the findings from the study the Project is
  able to support the implementation of the CAF
  into practice
• The CAF Project in Derby is nationally recognised
  as being in the top 3 of 150 local Authorities
• The Derby Project is influencing national
  practice

7
Did it all go to plan?

• No!
• Disappointing response to the questionnaires
• More time to collect and analyse the data

8
Conclusion

• The reality of overcoming resistance to change
  was not a purpose of the study.
• No one can accurately predict likely
  resistances to change, as they are as wide and
  variable as the staff group within the
  organisation. This study, if repeated will
  probably show very different results, however,
  this has shown a picture within the organisation
  at this particular time. Throughout the change
  process managers must be aware of the likely
  impact that the changes will have on employees
  and the transitional effects.

9
Has all resistance been overcome?

• Transitions affect everyone and may involve,
  challenging identity and involve letting go
• of deeply held hopes and beliefs William (2001)