The Implementation of Change in
a Declining Organisation and
Developing A Strategy for the
Future
Colette Walsh
Director
Finglas Child & Adolescent Centre
“WE MUST BECOME THE CHANGE WE
SEEK IN THE WORLD”
Gandhi
HISTORY OF FINGLAS

De La SALLE ORDER 1972 – 1994


BOARD OF MANAGEMENT
DEPARTMENT OF EDUCATION 1994 TO
DATE

NEW BOARD OF MANAGEMENT SEPT 2004
HISTORY OF FINGLAS

ORGANISATION HAD BEEN
EXPERIENCING DIFFICULTIES –


NOT A SAFE ENVIRONMENT FOR CARING
FOR CHILDREN
NOT A SAFE ENVIRONMENT FOR STAFF
HISTORY OF FINGLAS


ORGANISATION HAD BEEN
DOWNSIZED BY NUMBERS OF
ADMISSIONS
LACK OF TRUST IN THE
ORGANISATION
HISTORY OF FINGLAS

Director appointed in October 2004
with a clear mandate to restore
 Trust
 Confidence
 Build an organisation for the
future
What is Change ?

ORGANISATIONAL CHANGE DEFINED
BEER (1990)
“IS THE PROCESS BY WHICH
ORGANISATIONS MOVE FROM THEIR
PRESENT STATE TO SOME DESIRED
STATE TO INCREASE THEIR
EFFECTIVENESS”
DETERMINING THE NEED FOR
CHANGE

IDENTIFY THE PRESENT SITUATION



DEAL WITH THE CRISIS
EXTERNAL & INTERNAL INPUTS
IDENTIFY THE FUTURE SITUATION


HOW THE ORGANISATION WAS GOING TO
PROGRESS
EXTERNAL & INTERNAL STAKEHOLDERS
DETERMINING THE NEED FOR
CHANGE

OVERCOME THE OBSTACLES TO
CHANGE





ORGANISATIONAL
RESISTANCE
FUNCTIONAL
GROUP
INDIVIDUAL
ACHIEVING CHANGE IN
FINGLAS




LEWINS (1951) MODEL FOR CHANGE
UNFREEZING
CHANGE
RE-FREEZING
ACHIEVING CHANGE IN
FINGLAS

HOW TO UNFREEZE



IDENTIFY THE NEED FOR CHANGE
RATIONALE FOR CHANGE
STAFF WERE AWARE OF THE CRISIS
FACING THE ORGANISATION
ACHIEVING CHANGE IN
FINGLAS

SECOND STAGE IS MOVING FROM OLD
SITUATION TO NEW ONE

BROUGHT ABOUT BY INTRODUCTION OF




STRUCTURE
CHANGE OF CULTURE – BUILDING TRUST &
CONFIDENCE
COMMUNICATION
TRAINING FOR STAFF
ACHIEVING CHANGE IN
FINGLAS



BUILDING CONFIDENCE WITH STAFF
BUILDING MULTI-DISCIPLINARY
TEAMS
IMPORTANCE OF COMMUNICATION &
SHARING INFORMATION
ACHIEVING CHANGE IN
FINGLAS


FINAL STAGE – REFREEZING
MAKING THE NEW BEHAVIOUR OR
CHANGE A PERMANENT FEATURE OF
THE ORGANISATION – REBUILDING
TRUST WITHIN THE ORGANISATION
MANAGING THE CHANGE

EXAMINING THE STRUCTURE

REPORTING STRUCTURE

JOB DESCRIPTIONS

ACCOUNTABILITY & RESPONSIBILTIY
MANAGING THE CHANGE

COMMUNICATIONS




REGULAR MEETINGS RE OPERATIONAL
CONCERNS OF THE ORGANISATION
INVOLVING STAFF AT MANAGEMENT
LEVEL - PARTICIPATION
BUILDING CONFIDENCE & TRUST
DEVELOPING NEGOTIATION
MANAGING THE CHANGE

IMPORTANCE OF COMMUNICATION

FROM MANAGEMENT TO MANAGEMENT

FROM MANAGEMENT TO STAFF

FOR THE DEVELOPMENT OF TEAMS

FOR BUILDING CONFIDENCE
MANAGING THE CHANGE

BUILDING PARTNERSHIP



WORKING ON DIGNITY & RESPECT
POLICY – PARTNERSHIP MODEL
RESPECTING & LISTENING TO STAFF
BUILDING MANAGEMENT TEAM IDENTIFYING STRENGTHS OF STAFF
MANAGING THE CHANGE

AN EXAMINAION OF THE
ORGANISATION - SWOT ANALYSIS

STRENGTHS – What are we doing well

WEAKNESS – What could we do better
MANAGING THE CHANGE


OPPORTUNITIES – for the organisation
THREATS – what are they and how do
we deal with them
MANAGING THE CHANGE

IDENTIFIED KEY STRENGTHS



PAST ACHIEVEMENTS OF CENTRE
STAFF ARE COMMITTED TO CARING FOR THE
CHILDREN
STAFF - COMMITTED TO THE ORGANISATION &
ITS SURVIVAL
STRATEGIC CHANGE


DEVELOPING A STRATEGIC VISION
FOR THE ORGANISATION
STRATEGIC PLAN FOR THE
ORGANISATION – DEALING WITH
COMPETITIVE CONDITIONS AND
CHALLENGES FACING THE
ORGANISATION
STRATEGIC CHANGE

EXAMINING THE EXTERNAL
ENVIRONMENT




ADAPTABILTY & FLEXIBILITY OF THE
ORGANISATION
EVALUATING PERFORMANCE OF THE
ORGANISATION
MONITORING DEVELOPMENTS
INITIATING CORRECTIVE ADJUSTMENTS
STRATEGIC CHANGE



BUILDING ON THE STRENGTHS
GETTING STAFF TO FOCUS ON WHAT
WAS BEING DONE – HOW TO DO
BETTER
RESTORE PRIDE IN WHAT WE DO
WHAT DID WE DO?

STABILISED THE ORGANISATION

RESTORED TRUST & CONFIDENCE

CREATED A SAFE ENVIROMMENT FOR
STAFF AND YOUNG PEOPLE EQUALLY
WHAT DID WE DO?




MANAGEMENT INVESTING IN STAFF
TRAINING
MENTORING
COACHING
WHAT DID WE DO?


IN OCTOBER 2005 – FINGLAS
LAUNCHED THE NEW ASSESSMENT
PROCEDURE
BUILDING ON PREVIOUS ASSESSMENT
EXPERIENCE
THE FUTURE


EXPERTISE IS NOT LOST – BUILDING
ON EXPERTISE AND EVALUATING FOR
THE FUTURE
PROVIDING AN IMPORTANT SERVICE
IN WHAT WE DO IN FINGLAS
THE FUTURE

IN PROVIDING CARE THE CENTRE
DOES SO BY BEING




FLEXIBLE
ADAPTABLE
SUSTAINABLE &
ENSURING SUPERIOR PERFORMANCE
THE FUTURE
THE COMMITTEMENT OF THE CENTRE
IS TO CREATE A FUTURE FOR THE
YOUNG PEOPLE WHO ARE COMMITTED
TO OUR CARE IN THE PROVISION OF
AN APPROPRIATE SERVICE