BSBINN301A PROMOTE INNOVATION IN A TEAM ENVIRONMENT - PowerPoint PPT Presentation

Title: BSBINN301A PROMOTE INNOVATION IN A TEAM ENVIRONMENT


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BSBINN301APROMOTE INNOVATION IN A TEAM
ENVIRONMENT
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WORKSHOP STRUCTURE

• SECTION 1 CREATE OPPORTUNITIES TO MAXIMISE
  INNOVATION WITHIN THE TEAM
• SECTION2 ORGANISE AND AGREE EFFECTIVE WAYS OF
  WORKING
• SECTION 3 SUPPORT AND GUIDE COLLEAGUES
• SECTION 4 REFLECT ON HOW THE TEAM IS WORKING

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ASSESSMENT

• Assessment for this unit will be based on
• Your workshop participation and contribution
  levels.
• The completion of the learning activities during
  the workshop.
• Completion of a final assessment task which will
  be explained at the end of the training.

4
UNIT OVERVIEW

• In this unit we will discuss
• The reasons why organisations need to change and
  constantly improve their product / service
  /systems
• What innovation means and how it fits with
  organisational requirements.
• The tools you will take away from this session
  include
• The development of creative change
• Techniques for facilitating change
• Techniques for encouraging employees to
  contribute to innovation and change
• The ability to alleviate and minimise resistance
  to change
• Methods used to asses and analyse the need for
  change
• Methods that can be used to recommend
  improvements.

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SECTION 1CREATE OPPORTUNITIES TO MAXIMISE
INNOVATION WITHIN THE TEAM

• In this section we will discuss
• What change and innovation mean in an
  organisational sense
• When change is appropriate
• What sorts of change might be needed.
• Tools you will take away from this session
  include
• An understanding of the role of managers and
  Frontline managers in planning and initiating
  change
• Methods of communicating change initiatives to
  employees, in order to gain support.

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CHANGE AND INNOVATION

• Change has to a large extent become the norm for
  most organisations.
• Organisations move through a number of
  identifiable stages as they grow and develop.
• In some cases these changes are planned,
  in others they are unplanned.
• Sometimes the forces for change come from within
  the organisation and at other times they will be
  caused by external forces or influences.
• The need for organisations to meet and to cope
  with changing conditions requires innovation and
  creativity.

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FOR INTERACTIVE DISCUSSION

• Think about some of the changes that have
  occurred in your world in the last 10 years. How
  have these things impacted on your lives?
• What sorts of changes might have affected your
  organisation? Are these external or internal
  changes?
• What other internal or external forces do you
  consider will affect your organisation in the
  next decade?

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FOR INTERACTIVE DISCUSSION

• Many management theorists state that the
  organisation must be constantly re-invented. What
  do you think this means?
• How often does your organisation reinvent itself,
  or reinvent its products?
• Should this be done more often?
• What are the forces that do, or might make it do
  this?

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WHAT NOT TO DO

• Do not instigate change at the expense of
  currently successful operations and procedures.
• Do not instigate changes in one area of the
  reorganisation which will have detrimental
  effects on other sections.
• Do not just stop what you are doing plan to
  bring about change.
• Do not allow quality to suffer at the expense of
  change.
• Do not forget that your customers must benefit
  from the change change should come as result of
  customer focus.
• Do not respond to management fads, short-term
  competitive pressures or new ideas unless they
  are properly planned to add real value.
• Do not ask employees to make changes without
  actively supporting those changes.

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FOR INTERACTIVE DISCUSSION

• So why do we accept change in some instances and
  not in others? Is it that we do not resist change
  but we do resist being changed?
• Does our reaction to change depend on the type of
  change proposed?
• Does the degree of change matter?

• Do we react better to incremental change (small,
  constant, continuous changes) than to
  transformational (large, disruptive or
  discontinuous) changes?
• Do we react better to planned change than
  unplanned change?
• Do we react better to change when we understand
  it and the reason for it?

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E. DEMINGS PDCA CYCLE
Incremental change - continuous

• Identify customer expectations
• Identify quality requirements
• Evaluate current processes and outputs
• Identify improvement needs
• Develop problem solutions
• PLAN the improvement
• Develop action plans, monitoring and checking
  processes
• Make successful solutions a part of normal
  operating procedures
• Develop a new implementation plan to address any
  improvements that were expected but not achieved
• Identify further opportunities for improvement.

• Trial the change/s
• Test and monitor the results
• Implement the process
• Monitor and evaluate.
• Check actual outcomes against intended or
  expected outcomes
• Identify areas for further improvement/adjustment
• Identify and measure the quality improvements

PLAN D0 ACT
CHECK
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CHANGE

• The formula for change
• C A X B X D gt X
• (Boyett Boyett 1998)
• C the probability of the change being
• successful
• A dissatisfaction with the status quo
• B a clear statement of the desired end
• state after the change
• D plans and concrete steps for moving
• toward the goal
• X the cost (risk) of the change.

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FOR INTERACTIVE DISCUSSION

• Can you think of any organisations that have
  failed to successfully anticipate the future and,
  as a result, have experienced problems or
  corporate extinction?

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RISK MANAGEMENT

• COMPARE ACTUAL AND DESIRED SITUATIONS
• Identify risks in terms of
• Organisational ability to support change in terms
  of personnel , capital, back-up processes, needed
  and available resources
• Costs vs benefits
• Short and long term goals and repercussions
• Organisational ability to utilise intervention
  and control strategies to aid personnel in
  adjusting to change
• Any alternative actions that might be more
  appropriate

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ACTIVITY 1

• Discuss in groups
• Respond
• Record
• Present
• 15 minutes

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SECTION 2ORGANISE AND AGREE EFFECTIVE WAYS OF
WORKING

• In this section we will discuss
• Some of the risks associated with change
• How forecasting is used to pre-empt change
• How innovative procedures can be used to generate
  change
• The problems associated with innovation.
• Tools you will take way for this session include
• The ability to assess risks
• The ability to identify change and improvement
  opportunities
• Understanding of the requirements for leading
  change and Developing change programs
• The ability to encourage creative thinking for
• problem solving and ideas generation.

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INTEGRATION OF INNOVATION

• In terms of workplace change, innovation means
  identifying problems or opportunities and looking
  at them from new or different perspectives
  lateral thinking or thinking outside the square.
• Creativity and lateral thinking are the means by
  which new ideas develop. Frontline managers and
  team leaders can encourage creative contribution
  from team members by providing an environment
  that supports new ideas and recognises
  contribution.
• It is then up to supervisors, managers and senior
  management to support and sponsor those ideas.

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FOR INTERACTIVE DISCUSSION

• Are there people in your organisation who fit
  these role descriptions?
• How do you see the role of frontline managers
  with regard to change?

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ACTIVITY 2

• Discuss in groups
• Respond
• Record
• Present
• 15 minutes

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ACTIVITY 3

• Individually or in groups
• Respond
• Record
• Discuss
• 10 minutes

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LEADING CHANGE

• How can you lead change?
• Learn to perceive problems, issues, conflicts as
  opportunities
• Monitor the internal and external environments
  constantly in order to identify and exploit
  opportunities
• Be enthusiastic about new opportunities
• Be proactive - expand your circle of influence
• Choose to approach things with a positive
  attitude
• Make the effort to perceive situations from
  perspectives that you do not normally use
• Be observant and take advantage of all
  possibilities to expand your knowledge and
  skills
• Convince others

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FORECASTING
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FOR INTERACTIVE DISCUSSION

• Compare the following two questions
• 1. How many Mars bars should be produced by the
  Mars Company this month?
• 2. Should the XYZ Publishing Company launch a new
  Internet magazine?
• What would be the differences involved in
  determining solutions to these problems? What
  degree of intuition would be involved?
• How would innovation enter into the
  decision-making process?

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FOR INTERACTIVE DISCUSSION

• If innovation is creating something new, or
  doing something new, which adds value, for the
  first time, do you consider that all the things
  included in this list (above) refer to real
  innovations?
• Microsoft would commonly be considered an
  innovative company. Why do you think this is
  true?

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FOR INTERACTIVE DISCUSSION

• Consider the GM response to Bill Gates' criticism
  of the motor vehicle industry.
• How does this affect your ideas regarding
  innovation?

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FOR INTERACTIVE DISCUSSION

• What do you think? If you were able to design a
  computer system, what features would you add and
  how would they benefit you? What information
  would you need from your customers before even
  thinking about the design?
• Is this how change works in your organisation-
  i.e. are the customers first asked what changes
  they think should be made? Remember that the
  organisations customers are both external and
  internal.
• In the case of mobile phones with all their
  additional features is this really innovation,
  or is it novelty?

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SECTION 3SUPPORT AND GUIDE COLLEAGUES

• In this section we will discuss
• Why and how people resist change
• The importance of training, coaching and
  mentoring for personnel involved in change
  situations
• The need to communicate and inform employees of
  progress with regard to change programs
• The need for flexible planning that can be
  adjusted as the need arises
• The pros and cons of incremental change vs
  transformational change
• Tools you will take away from this session
  include
• The ability to understand and compensate for
  resistance to change.

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EXPLOIT OPPORTUNITIES

• Innovation does not always come as result of
  problem identification or problem solving.
• True innovation is the art of anticipating
  problems then utilising creativity and
  entrepreneurial techniques to circumvent them
  pre- emption.
• It involves the instigation of new ideas and
  procedures which enable organisations to
  capitalise on opportunities as they arise and
  before problems arise.
• It also involves designing and developing new
  processes, products, services or systems to meet
  future needs - through the exploitation and
  development of current successes.

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ACTIVITY 4

• In groups
• Respond
• Record
• Present
• 15 minutes

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FOR INTERACTIVE DISCUSSION

• No matter how far fetched our ideas are they
  should most certainly be considered. We must
  continue to look toward the future, to forecast
  what will happen and to try to find a place for
  our organisation within that future. We need to
  anticipate and make change, rather than react to
  it.
• Yet, where do we look for new ideas? Is there
  anything that has not already been done or
  thought of? Do you think that it possible to be
  truly innovative these days?

Can you think of some companies or company
leaders who you consider to be innovative? How
are they innovative? What is it that they do, or
have done, that is truly new or creative?
Remember that innovation does not necessarily
apply only to products/services it applies to
internal relationships, organisational systems,
operational procedures such as Occupational
Health, Safety and Welfare etc.
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ACTIVITY 5

• In groups
• Respond
• Record
• Present
• 10 minutes

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CHANGE RESISTANCE

• Change resistance is normally subject to 5
  stages
• 1. Denial (of the need for change)
• Focus on the past
• 2. Defence (of current position/s)
• 3. Discarding (of old ideas and prejudices)
• 4. Adaptation (and acceptance of benefits)
• Focus on the future
• 5. Internalising (behaviour change and support )

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ACTIVITY 6

• In groups
• Respond
• Record
• Present
• 10 minutes

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COMMUNICATION
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CHANGE BARRIERS

• A workplace culture which focuses on hierarchies,
  procedures, documented methods and punishment
  oriented controls, will act as a barrier to
  innovation.
• Other barriers include
• Lack of confidence
• Complacency
• Poorly managed resources
• Inadequate performance monitoring and evaluation
  processes
• Inability of manage to accept that employees know
  the processes and/or customers better than they
  do.

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ACTIVITY 7

• Individually
• Respond
• Record
• Present
• 10 minutes

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FOR INTERACTIVE DISCUSSION

• If people are not recognised for their
  contribution will they continue to develop and
  communicate improvement ideas? If they contribute
  ideas that are ignored (not acknowledged or given
  feedback) will they continue to contribute?
• How would you feel if you had a really good idea
  for improving a process or product but nobody
  could be bothered listening to you?

What if you made a suggestion and your manager
responded by asking you to conduct research and
submit some costings for your idea? You conduct
the research, submit your costings and never hear
any more about your suggestions. How does this
make you feel? Will you make more suggestions in
future? What would you do if an employee came to
you with an improvement idea?
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CHANGE

• Transformational change is large scale change. It
  is discontinuous and can be extremely disruptive.
  It may come as result of a need for innovation.
• Incremental change is change that occurs in small
  steps. It is, ideally, continuous and related
  directly to innovative improvement processes.
• Neither type of change will succeed if it is not
  supported by cultural, system, process,
  procedural and management style changes.

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FOR INTERACTIVE DISCUSSION

• Do you think people respond better to planned
  changes that to unplanned changes?
• Why do you think this is so?

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FOR INTERACTIVE DISCUSSION

• What do you think the repercussions of large
  scale unplanned change might be for
  shareholders, employees and other stakeholders?
• What other organisational structures and
  conditions can inhibit change?

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STRESS

• Change, by its nature acts as stressor for many
  people - that is it is a condition to which
  people react and feel, as a result, varying
  degrees of stress.
• When stress levels are too high, motivation,
  productivity and the ability to support
  organisational goals are impaired.
• When initiating changes manager/leaders and
  frontline managers should ensure that change
  processes are managed in ways that minimise
  stress.

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FOR INTERACTIVE DISCUSSION

• In your role as frontline manager what would you
  do to ensure that stress levels are minimised?

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SECTION 4REFLECT ON HOW THE TEAM IS WORKING

• In this section we will discuss
• The need to report on the progress of change and
  improvement implementations
• The need to collect and evaluate feedback from
  employees, customers and other stakeholders
• The need for flexibility when implementing change
  plans.
• Tools you will take away from this session
  include
• The ability to monitor and evaluate change
  progress and the performance of new ideas and
  improvements.

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IDENTIFICATION OF CHANGE OPPORTUNITIES
Identify opportunities/problems Gather data
about the opportunities or problems Generate
ideas, alternative solutions Select a preferred
course of action Implement the
change/improvement/innovation Monitor and
evaluate the improvement
Revisit steps as required
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PERFORMANCE MANAGEMENT

• When changes are introduced they are subject to
  the same performance management requirements as
  any other process or procedure.
• It is vital that changes, improvements,
• innovations and inventions be monitored and
  
• assessed.
• Are you meeting your planned objectives and
  goals?
• Are you meeting designated time frames?
• Are the involved personnel coping?
• Are new or different problems being generated by
  the change?
• Are there any adverse effects requiring
  intervention?
• What is the likelihood that the changes,
  improvements, innovations or inventions will be
  successful?

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ACTIVITY 8

• In groups
• Respond
• Record
• Present
• 20 minutes

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SUMMARY

• Most change meets with some level of resistance
• People not only resist change that is bad for
  them they also resist change that will benefit
  them
• Even though they are continually changing, and
  subject to change, people tend to fear the
  uncertainty associated with change
• Some organisational structures actually act to
  inhibit and prevent change
• Change can be transformational or incremental
• It involves, endings (unfreezing), transformation
  and reinforcement of new behaviours
• It is important to make changes that are
  necessary, that suit your customers needs, the
  organisation's needs and will add value change
  for the sake of change is unproductive and can be
  destructive

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SUMMARY

• Keys to facilitating effective change are
• Communication
• Information sharing
• Involvement, consultation and participation by
  those who will be affected
• Effective planning
• Monitoring and evaluation of changes
• Effective workplace relationships
• Cultures, systems and leadership that support and
  anticipate change
• Willingness to listen to and test new ideas.
• Change is not necessarily innovation, yet
  innovation always involves change. In order to
  sustain business viability you need to innovate,
  invent and make effective changes.

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ASSESSMENT

• Assessment for this unit will be based on
• Your workshop participation and contribution
  levels.
• The completion of the learning activities during
  the workshop.
• Completion of a final assessment task which will
  be explained at the end of the training.