Exploration of Change Management and the Reasons for Change - Research Proposal Example

Exploration of Change Management and the Reasons for Change Programme Module Word count (4536) Executive Summary This report seeks to review the two learning logs that are attached as appendices, take the salient points and further explore the management of change within an organisation while at the same time ensuring that the reasons for change being undertaken are also addressed. The learning logs are based specifically on the author’s experiences however, the report could be taken in any business context. The discussion produced shows that change is an occurrence that takes place within the business environment almost on a daily basis. Therefore, it is through these changes that an organisation becomes better suited to deliver services as well as achieve its mission. Moreover, it is essential to note that all organisations tend to face internal and external challenges and they have to deal with these situations in order to remain competitive. In addition, when this process takes place, it has a direct impact on the manner through which decisions within an organisation are made It has been recognised that the setting of objectives is an essential part of all change strategies because it allows for the development of plans to effectively implement change. Furthermore, it has been recognised that for managers to be successful in managing change, they have to come to the realisation that the organisation is a complicated system and that the implementation of change is not going to be an easy process that will take hard work, efficiency, and patience in order to succeed. Finally, in the process of decision-making and implementing change, communication is among the most important factors that determine the success of the entire process. Table of Contents 1. Introduction 4 1.1 Effective managers 5 1.2 Change as part of organisational strategy 5 2. Literature Review 6 3. Methods for developing report 10 4. Findings 12 5. Discussion 14 6. Conclusion and Recommendations 15 References 18 Figures Figure 1................................................................................................................12 Figure 2................................................................................................................12 1. Introduction Change is an occurrence that takes place within the business environment almost on a daily basis and it is through these changes that an organisation becomes better suited to deliver services as well as achieve its mission. These changes tend to occur both in the internal and external environment of an organisation and this means that it has to adapt frequently to any shifts in its environment in order to be able to survive the highly competitive world (Mitut, 2011). Thus, the process of change is constant and needs to be managed properly in order to ensure that the changes that are taking place have a positive effect on the business. In a situation where constant change takes place, it is necessary for there to be proper management so that all the drivers for change can be brought under control, ensuring that all changes take place in an orderly manner. 1.1 Effective managers For proper change management to take place, it is necessary for there to be effective managers because they are the ones who are most capable of coming up with solutions that can help in the improvement of performance (Arvey et al, 2006). These individuals have the task of not only initiating change within an organisation, but also ensuring that they manage employees through the entire process so that it can be successful. It is therefore in the interests of an organisation’s management to ensure that it is able to predict all the changes that are likely to take place so that it can develop the plans that are needed to make these changes have a positive effect. Through its ability to predict changes, management can be able to plan and initiate changes beforehand and this enables it to be the main driver of all change initiatives within the organisation (Zaccaro, 2007). Being able to initiate change means that management has to be at the centre of the process and this is done to ensure that the change can be moulded onto the overall strategy of the organisation. 1.2 Change as part of organisational strategy It is through making changes a part of an organisation’s strategy that it can be able to achieve its mission and this helps through making sure that the organisation is able to deal with any changes comfortably as a result of strategies that are focused (Nag et al, 2007). Therefore, in order to achieve its aims and objectives in a constructive and focused manner, an organisation has to develop a system of recruiting and training competent and well qualified managers to head all the initiatives that are related to change because it is these individuals who are capable of making the process more organised (Foti and Hauenstein, 2007). Furthermore, competent managers are those who can be able to predict the probable outcomes of all the change activities that they intend to initiate since it is through this knowledge that they can ensure that the organisation does not undergo crippling crises. This report seeks to explore the management of change within an organisation while at the same time ensuring that the reasons for change being undertaken are also addressed. 2. Literature Review All organisations tend to face internal challenges and they have to deal with these situations in order to remain competitive. Organisations often have to deal with cases of inefficiency or challenges within their human resources especially when it comes to high instances of employee absenteeism. Furthermore, Armstrong and Greene (2007) state that organisations also face challenges in the external environment especially when it comes to the enactment of different laws that might result in the setting of new standards, the swift advancement of technology, as well as changes that might take place within the economy. It is therefore essential that in order to meet both the internal and external challenges, the management of organisations have to develop proper plans, which will ensure that they anticipate and drive any changes that might come about in the business environment. Emotional intelligence is the means of making a study of making accurate judgment concerning the emotions that govern the characters of individuals and managers in an organisational situation to determine how employees are likely to receive change can use it (Harms and Credé, 2010). Antonakis et al, (2009) state that in order to anticipate and drive any possible changes that might take place, it is essential that a manager develops a system of change management based on emotional intelligence because this is the only way through which managers can be able to minimise the impact of any changes as much as possible. Without the involvement of change management initiatives, it would be extremely difficult for the organisation to survive any serious changes, whether internal or external and it might instead lead to its failure in achieving its aims and objectives (Armstrong and Greene, 2007). Change management also has to be accompanied by constant change leadership because it is only through the support of change by an organisation’s leadership that will ensure that it is transformed in a manner that creates a positive environment within which to conduct its activities (Barbey et al, 2012). It is essential that leaders have the drive and vision to effect change within an organisation because it is this vision that makes possible its positive transformation into an entity that is capable of achieving its mission while at the same time being able to adjust to both the internal and external environments. Demetriou and Kazi (2006) argue that when change takes place, it has a direct impact on the manner through which decisions within an organisation are made and this creates a situation where the decision making process should not be set in stone. Therefore, for the change process to have a more positive impact, it is necessary for the management of an organisation to make sure that its human resource planning is constantly updated because the latter is a crucial part of change management. Human resource planning is an important part of the change management process because it ensures that the entire workforce within it is capable of handling any changes that might come up without any serious problems (Wilson, 2005). Human resource planning might involve developing a system where employees receive constant training not only to acquire new skills to deal with the swift changes in technology, but also to meet the ever growing needs of consumers in an environment that is highly competitive. Human resource planning also involves bringing employees on board the change management process so that they have an opportunity to develop an understanding of why the process is being undertaken as well as how it is going to affect their activities within the organisation. Through this understanding, the entire workforce will be capable of taking an active part in the creation of strategies for a smooth transition (Harms and Credé, 2010). Furthermore, an organisation might have to make investments in the acquisition and development of newer methods that might help in the creation of greater efficiency in the delivery of services. Newer methods of conducting organisational activities help in countering any changes from the external environment by ensuring that all internal factors are suited for the adoption of changes beyond the organisation’s control that may occur. Through newer methods, an organisation becomes well adapted to a competitive environment while at the same time being able to achieve its aims and objectives. Lee and Covell (2008) state that it has to be recognised that the setting of objectives is an essential part of all change strategies. This is because the setting of objectives allows managers to be in a position to keep the entire change process in focus and ensure that the process does not become a failure due to any form of negligence during the process. Furthermore, it is through the development of objectives that managers ensure that the change process is done in a manner that is orderly and acceptable to all stakeholders within the organisation, these being both employees and customers. It is through the institution of objectives that the stakeholders get to understand the reasons behind the change process and it allows for its careful management to such an extent that it is received positively by all involved (Meisinger, 2008). Moreover, having clear objectives from the onset of the change process allows managers to make an evaluation of whether the changes that have been implemented have had a positive effect on the organisation through helping it to achieve its mission. In a situation where change programmes are constantly evaluated, the managers are capable of finding out any problems early enough and taking action to fix them before they get out of hand (Van Vugt, Hogan, and Kaiser, 2008). The management of change involves an organisation transitioning from one point to another, but in order for this process to take place effectively, managers have to show a capability to handle all the challenges involved in the process (Jung, Wu, and Chow, 2008). Therefore, after the setting of objectives, managers also have to work out the most effective ways that these objectives can be achieved because without doing so, the process might end up being a failure. The ability of managers to set objectives, how to achieve them, and dealing with any challenges that might arise in the process is what makes the change process within an organisation a success. Kyriakidou (2012) states that for managers to be successful in managing change, they have to recognise the fact that the organisation is a complicated system and that the implementation of change is not going to be an easy process. This is because within a single organisation, there are many interdependent parts and if a change occurs in one part or department, its effects will more likely than not be felt in other parts as well. Therefore, in a circumstance where there are changes in the technology that is used within an organisation, it is more likely than not that this change will come to affect not only the work procedures within it, but also its structure as well as all the people within it. As a result, when managers are working towards the implementation of change within the organisation, they have to do so in a manner that recognises the interdependency of its different parts and these have to be carefully managed so that any changes do not end up being disruptive. Being able to manage all these parts efficiently is a necessary skill among managers since it allows the organisation to undergo smooth transitions (Richtnér and Åhlström, 2010). The management of change involves managers or leaders within the organisation making decisions at different levels so that all changes are well considered before they are implemented. Strategic decisions are among the most important that can be made because they are the ones that have a direct effect on the whole of the organisation and their impact cannot be underestimated because all stakeholders end up being affected (George, 2006). Furthermore, it is essential that managers be able to make tactical decisions, which can be implemented at a departmental level so that they can help make way for the smooth achievement of change objectives that bring about positive results within the organisation. It is important that in the management of change that there be effective communication of decisions to all stakeholders. This is because communication is necessary in ensuring that managers prepare stakeholders of any impending changes as well as their being able to receive feedback (Tracy, Myers, and Scott, 2006). The manner in which decisions are communicated and implemented depends on the leadership style as well as the culture that has been developed within an organisation (Bono and Ilies, 2006). However, four main but varying methods of communicating decisions have been recognised within different organisations. The first of these is where communication comes from the management and the decisions that are made are implemented at once; the decisions having been made solely by the managers of the organisation (Melançon, 2007). The second form of communication is where management makes the decisions and although they are imposed on the rest of the organisation are implemented in stages, thus allowing the stakeholders to adjust slowly to changes. Thirdly, there are direct communications between managers and employees in order to make decisions concerning changes together and this is done through consensus between the parties involved. Finally, decisions can be implemented gradually because of negotiations between managers and employees during each stage of implementation and this is also done through consensus in a bid to ensure that there is minimal resistance (Dasborough, 2006). Therefore, because communication is a crucial part of the change process, it is essential that managers seek to develop the most suitable channels for their organisation so that the process can go on smoothly. Communication not only helps in the motivation of employees because they end up feeling like part of the implementation process, but it also ensures that managers are in control of the entire process and this allows them to remain focused on the objectives. Communication also ensures that there is a review of the entire change process and this helps management to correct any mistakes that might be a hindrance to the achievement of objectives. 3. Methods for developing report This report emerged from a need to explore issues concerning change management as well as the reasons behind changes being implemented within organisations. In the present study, the exploration of change management has made possible the means to go beyond simply identifying this process, but also ensuring that there is an understanding of the different steps that are involved in the implementation of change within an organisation. The method used goes beyond the approach of merely identifying and quantifying the effectiveness of change but has also enabled the exploration of different aspects of change before, during and after the transition phases. Therefore, this method has taken on an approach where there is a combination of Kotter’s eight steps of change (1996) and Lewin’s change management model (1947) and this means that the present report has been able to take into account the complexity of meanings generated throughout the study (Levin, 2012). Figure 1. Kotter’s Eight Steps of Change Model (source http://blogs.ubc.ca/etec530leadingchange) Figure 2. Lewin’s Change Model (source catalog.flatworldknowledge.com) The use of these two models have been found to be the most appropriate sources, in the context of the learning logs that can be used to ensure that there is better understanding of change management as well as the variety of situations that are under study. The report took into account the most recent literature concerning change and the way that the issues involved are related to both managers and stakeholders within the organisation in order to come up with a comprehensive view of issues that affect the process of change. The use of recent literature was crucial in ensuring that the report not only has credibility, but it also has relevance in the modern world where changes are taking place more rapidly than in the previous century when the pace was much slower. Finally, a review of recent literature has enabled the report to show the most recent developments in change management and how they have come to affect the running of business organisations. 4. Findings It is important that as change takes place, managers take the initiative to monitor and make an evaluation of the results of the change programmes that have been put in place. This evaluation should be developed as a response to the different changes that might be needed within an organisation as a result of the diverse situations that might arise both internally and externally. Therefore, the monitoring and evaluation of the change management process should be done in a manner that puts into consideration the original strategies and objectives that were set by management (Scouller, 2011). The report shows that if there are no evaluation of the strategies as well as objectives of management during the change process, it is likely that the implementation will not be successful. Managers would find it difficult to determine the extent to which the changes they have endorsed have not only taken effect, but also their acceptance among employees. The review of the change process in an emotionally intelligent manner helps managers to find out the areas that are likely to need more changes or more emphasis from employees so that these changes can take effect properly to make way for a positive transformation (Harms and Credé, 2010). If the review ends up showing that the change process has not been successful, it provides managers an opportunity to find out what went wrong and in the process develop strategies to ensure that the change process is implemented successfully. Therefore, the ability of the organisation to navigate through different change processes or programmes cannot be hindered by the failure of some of them since they can be swiftly corrected. The change process is crucial within any organisation and it is essential that it be given priority by management whenever implementation programmes have been put in place (Keenoy, 2013). Through constant monitoring, managers are able to determine which parts of the organisation are working effectively towards the fulfilment of its objectives. In a circumstance where some parts of the organisation are seen to be failing in furthering its objectives, it is necessary to ensure that managers come up with and implement change strategies that will increase their efficiency, output or productivity. Therefore, taking one area, if the aim of management is to ensure an increase in the productivity of those departments that are believed not to be performing, it is essential that the output of these departments be measured and compared to the data that was taken before changes were instituted. Furthermore, communication is paramount when it comes to the process of decision-making and implementation of changes because it allows for all of an organisation’s stakeholders to understand what the process is going to entail and to ensure that the entire process is given the maximum support possible by all those affected (Schultz and Schultz, 2010). In this way, in case a long standing policy of the organisation needs to be revised, it is essential that open communication be developed between management and employees so that consensus can be made concerning the best strategy that can implemented to ensure that the organisation continues to effectively further its aims and objectives. 5. Discussion When implementing change management programmes, effective managers must always take into account the possibility of barriers to change. This should be done during the planning stage because this is the only way through which barriers can be foreseen and strategies developed to counter them (Bockerman and Ilmakunnas, 2012). As can be seen in the Learning Log Appendices, communications is of paramount importance whether trying to implement change or trying to get personnel on board. The author has learned that without a robust communications plan; judging who to inform or physically meet with, the appetite for change is withered. An example of a potential barrier to change during the process of implementation is the culture of the organisation because it is the way through which employees practice their activities in order to meet organisational goals. Those changes that are not in line with culture of an organisation might encounter resistance among employees because it creates a situation where they become rigid in their approach to proposed changes. Furthermore, there are instances where managers conduct the implementation process half-heartedly because they believe that these changes represent a threat to their position within the organisation (Gotsill and Natchez, 2007). The author believes this to be true as can be seen in both learning logs. Confidence in the leader of the task should not be taken as inherent simply because of status or position. Trust and confidence has to e systematically grown by action and delivery of results. Moreover, lack of communication can prove to be a barrier to change implementation and might result in a situation where there is conflict between managers and employees about implementation. So, in order for the implementation of change within an organisation to be successful, it is essential that managers develop strategies designed to ensure that all resistance to changes are removed. Effective managers have to open up lines of communication with employees in order to ensure that resistance to change among them is minimal (Tracy, Myers, and Scott, 2006). It allows for the development of dialogue with employees in such a manner that these individuals are able to develop the understanding necessary to ensure their full support for implementation. Because change can be a sensitive process, open lines of communication prevent the spread of rumours concerning potential changes spreading among employees (Bakker, 2010). Instead, employees are able to get first-hand information concerning what to expect rather than relying on rumours, many of which are often based on untrue and non-factual information. Therefore, communication allows managers to work within a culture of change and this allows for a positive effect being seen within an organisation. Under such circumstances, employees come to look forward to the change process rather than resist it because the benefits of the process have been made clear. From the Learning Logs that ae attached as appendices it is crucial to understand when good management is required and when good leadership may need to be enforced. There are times when an autocratic stance needs to be taken, especially if time is tight or personnel within the team are not applying themselves to the standards laid down. However, if a good communications plan is in place, confidence has been gained from superiors and subordinates, one has proved that the ability to listen, heed advice and act upon it for selfless reasons is in place, it makes it easier for all to realise change for good. 6. Conclusion and Recommendations This report shows that change within an organisation can take place as a result of changes within its internal and external environments. Therefore, changes have to be implemented in order to increase the effectiveness of the organisation so that it can better be able to achieve its aims and objectives. The change process within an organisation can be a complex process because there are many barriers to overcome and it is for this reason that managers have to implement effective strategies during implementation. The discussion above has shown that change is an occurrence that takes place within the business environment almost on a daily basis. Therefore, it is through these changes that an organisation becomes better suited to deliver services as well as achieve its mission. Moreover, it is essential to note that all organisations tend to face internal and external challenges and they have to deal with these situations in order to remain competitive. In addition, when this process takes place, it has a direct impact on the manner through which decisions within an organisation are made. It has been recognised that the setting of objectives is an essential part of all change strategies because it allows for the development of plans to effectively implement change. Furthermore, it has been recognised that for managers to be successful in managing change, they have to come to the realisation that the organisation is a complicated system and that the implementation of change is not going to be an easy process that will take hard work, efficiency, and patience in order to succeed. Finally, in the process of decision-making and implementing change, communication is among the most important factors that determine the success of the entire process. One recommendation that can be made to make sure that changes are effective, the culture of an organisation has to be given a prominent role because it ensures that the changes are able to satisfy the demands of stakeholders present within the environment. This recommendation is based on the assumption that organizations have several stakeholders that have an influence at different levels whose demands have to be satisfied. Therefore, the approach that works towards the active involvement of the organizational culture in changes will satisfy the stakeholders within the organisation whose resistance might be a threat to the implementation of change. In this way, effectiveness ends up being defined based on the premise that the needs of all stakeholders as well as their expectations will be met by the organization. This approach helps in bringing together organisational goals since organizations always pursue goals that represent a particular interest group which controls the necessary resources that enable it to survive. Furthermore, the involvement of effective communication in the making of changes helps in the development of the view that people in the organization have different goals. 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(Pay & Appraisal Policies) Brief Description. Following introduction of Academy status to the School, it was clear to me that I had to complete a review of the pay structure of all members of staff as the School had become a business and future insolvency could potentially become a major factor. This, coupled with the need to shake people out of their ‘comfort zone’ whilst relating progression to pay therefore changing culture was something that was also being driven by the Headteacher and Governing Body. To contemplate the introduction of a completely different structure to the staff, who probably had a combined total of 1200 years of teaching experience was never going to be easy. It was imperative that I involved members of staff in seeing what the benefits were and getting them to become part of the implementation team as peer to peer implementation was definitely going to be the better solution. Reflection on outcomes I personally feel that as I had implemented the Academy status at the School earlier in the year, more of the stakeholders were willing to listen to me and reflect on where I was trying to lead them but more importantly why. The skills gained previously of knowing who to consult and when to consult them stood me in good stead and allowed me to put a convincing argument together, demonstrating knowledge and commitment. I was able to call on experience from a previous position that enabled me to have an air of authority and standing and I also consulted other Academies who had gone through a similar, if not exactly the same, process previously. The overarching fact is that the system was put in place and attracted less resistance than originally envisaged. Having now seen it in action, the staff are (in the main) fully bought into the process and can see the benefits. Reflection on process I often think about if I could have made this process less onerous but I also think that when an introduction is made that could affect someone’s pay, not only now but in the future with their pension, there is a need to ensure that all avenues are explored in minute detail. I also have reflected that having worked in an educational establishment for the past three years, the staff are more inclined to jump onto the smallest of anomalies to potentially railroad the process, should they desire. Therefore, the methodical approach taken, ensuring that I had built a team of Middle Leaders to ensure that it wasn’t ‘top down’ driven, but peer decided, showed that I had taken on board learning from my previous experience with the Academy implementation. Reflection on the experience of others As part of the Senior Team within the School, I have taken responsibility for a number of Middle Leaders as part of the Staff Learning under the auspices of the School Development Plan. I have led this group from the front but also given them the confidence to deal with situations, look into solutions yet implement in the most risk minimal way possible. In essence, so long as they can articulate the benefits of a solution to me, I will back them and their ideas 100% and if it fails, it will be without repercussion. The teaching profession does not seem to have been like this previously at our school and once my way of working and backing up of the staff had been seen in action, the group were willing to get behind a new pay structure but more importantly be the standard bearers for it. Why did they do this? I would like to think that it was due to my support and guidance however, what the staff quickly realised was the system would allow quicker progression for the better people; it would not allow anyone to stand still and the School and its staff would have to be on a cycle of continuous improvement. As with all new introductions however, some people cannot accept change whether good or bad and for those who have been through the first pay reviews this year, seeing no increase, it has led to some resentment but also given some a wake up all to the seriousness and magnitude of performance related pay. Reflection on personal experience The best reflection I can make of this process on me personally is the increased stature that this has given to me from a credibility point of view. Staff at the School can see that I am dedicated and committed and will follow through on actions that I deem to be fit for purpose, will benefit the students in the long term and will have a lasting effect for all. I enjoyed the leading of a group of staff that had been somewhat sceptical about me and my role and the Headteacher has had requests from staff for me to become their line manager; I could not have ever envisaged this two years ago. Even with the above however, I know that I cannot rest on my laurels as people are looking to me to make more positive change but I need to ensure that I get the time to properly evaluate the good and bad of the implementation, take those learning points forward and then attempt to make the next step. Learning from reflections My learning from reflections really centre around not becoming complacent, ensure that I listen to people who I value and trust, heed advice but also filter it as at some stage the decision has to be made and taken. Action plan I have had to devote a lot of time to this project and had to reflect with my support staff team to ensure that I am giving them the time that I was originally brought into this role to do. I have done this by implementing a two weekly diarised meeting so that we are able to articulate all points cohesively allowing us to ensure that a strategic and operational plan is followed. This lets me plan my time accordingly. I have noticed that members of teaching staff are now more willing to assist me in wanting to drive better and more able solutions and it is my intention to ensure training solutions are in place that truly enables continual professional development thus enabling the staff to deliver. Key Learning Points Deliver – If you are going to start on a somewhat contentious road with something that can seriously affect the pay and conditions of people, you have to ensure that in the end you deliver an outcome otherwise all sense of credibility is lost and to get staff back on board with any future change is hugely limited. Get peers on board – The team selection is so important as a top down driven approach is essential for some parts of a process akin to this however to have peers articulating the benefits is of paramount importance. Plan, Do, Review – Planning is key, implementing some of the strategic elements is also key however, without reviewing and taking stock the whole process is fundamentally flawed. A regular review not only with the team but by utilising a RACI chart to ensure that the right people were involved was key to success. Have confidence – Having the courage of my convictions and self-belief in my ability to deliver a dramatic change takes integrity and determination; traits of a leader. S Barton Signature 20 December 2014 Date Learning Log Title of entry Strategic Leadership; Do you have to be a Subject Matter Expert? Brief Description. Following two successful years in managing the Support Staff at the School, the Headteacher asked the question about whether a non-specialist could raise attainment of staff and students within departments. From September 2013, this was put to the test when three departments of ICT, Business Studies and Economics had me as their Senior Team link. Even though, I had gained credibility through implementation of new policies and Academy status, was this a step to far in an archaically structured profession? Reflection on outcomes The key to success in implementing a strategy like this was to have minimal involvement as possible but to discuss al, the pros and cons with all involved. Evaluating the relative success of the departments beforehand, ascertaining detail of the Heads of the Departments, gauging their feeling, understanding their concerns and discussing the potential outcomes were all key factors in success or failure. I did not ever envisage rushing the possible solution through however, circumstance often dictates and before we had the requisite time to carry out all the actions alluded to above, we had a serious medical situation occur which through us into turmoil and as this took the School a while to sort out, it gave us less time to focus on what might go wrong with this proposal, it also gave me the opportunity to implement a plan of action that passed some others by. It is without doubt that I was fortunate that the three heads of department bought into my vision and that they were willing to support me. If this was to be a success, the departments had to be handpicked; and they were. The three chaps involved all wanted what I did, improvement in department leading to better outcomes for the students and, although we knew that there might be resistance from some of the other staff, we worked as a team to overcome this. The biggest factor why anyone of the departments will tell you why it has been a success is because I have made time for them. Coming from a service then business background, I have never felt compelled to only work the hours stipulated in a contract and as a member of the Senior Team, I feel that it is my duty to put things on hold so that I can help to resolve issues for my team rather than say that I am busy. My work can be carried out later in the day/evening and this ‘buy in’ to them has given them the confidence that I will help them to make their department and the School better. Reflection on process As already described the process for implementation was derailed due to circumstance but in the longer term, I am of the belief that this made the transition easier to manage not just from my perspective but also from my line manager and for the individuals themselves. The process of getting all three together, taking their fears as a collective and individually, breaking the issues down into ‘Just do It’, medium and longer term strategies and then implementing solutions gave the team a sense of confidence in delivery. I also think that putting in place a scheduled meeting time every week, whilst having an open door policy, helped us all to be able to achieve. The learning and understanding gleaned from implementing the Pay and Appraisal policy helped us all through this process too as two of the three had been part of the implementation group. Know the team, know the leader, have a robust plan and process; all facets combined to produce a solid outcome which has been beneficial. Reflection on the experience of others This is the first of my logs that has reflected on the Senior Team. The two Assistant Heads were hugely against this idea and could not see why the Headteacher was willing to 1. Take the gamble on me 2. Potentially jeopardise the learning of the students Why would that risk be taken with someone who had no formal teaching qualification, could not carry out QA checks via lesson observations without others being present and had next to no experience in this field? The other risk was to them was that it could possibly usurp their authority. The members of staff too that had been at the School for a long time or heavily unionised were also not bought into this process as they viewed it as a possible reflection of them doing a bad job and also an erosion of their professionalism. The items above were always going to be a mammoth mountain to overcome however, a challenge that neither I nor the Headteacher were willing to shirk. Reflection on personal experience My reflection is that there are experiences available to all however, it is the experiences that are taken hold of and moved with that can bring about the most value. This is one of those experiences. Three years ago, I would never have thought that I would have been given this opportunity but as I have grown into the role, I have had the chance to question me and my management about why not? I have thoroughly enjoyed the chance to prove that an archaic structure can be driven in a different manner but with better consequences to the same goal. Learning from reflections My learning makes me wonder how many people within the working environment are afraid to step out of their comfort zone and not take the chance or risk. I support their reticence in the fact that if they are not confident in the backing they will receive, it is hard to take the risk. I wonder if that is why so many people have started their own businesses in the past five years in the UK, as the risk lies solely with them and they do not need someone else breathing down their neck. I am, without doubt, more settled with my capability and sense of purpose after carrying out the role and the change of perception from colleagues is palpable. Success though brings more to my door and I now have to analyse how I can still make effective change without overstretching myself to the point of saturation. Action plan I have identified areas for improvement within some departments but I have also seen that I couldn’t impose my ideology on all areas of the School as I wouldn’t gain the buy in from all. Personnel issues with implementing new Schemes of Work have to be thought through carefully and with consideration if success is to be achieved. I have an inner built innate confidence in my ability but without putting this into practise, using seasoned professionals to guide me would be ludicrous. Key Learning Points Man management – Use the best people for the job. This must be found out early and by carrying out a simple tool like a 4 box model, it is easy to work out who is onside or not and how to manage those individuals. Communication – A communication plan is not the answer here. Face to face communications is. Let people have their say, ensure that any counter arguments are structured and well thought through. Implement – Do not be afraid to simply state ‘This is what we’re doing’ as the team, who may be flagging, need direction and purpose, even if sometimes it’s the wrong path. Do not be afraid of failure but plan accordingly – Any new venture will see things go wrong but if you keep a log of the good and bad things and ensure that you do not fall foul of this again in the future, it makes any transition a lot smoother. S Barton Signature 20 December 2014 Date Read More