A culture of blame Be honest, set a good example, when things go and listen to and respect others wrong, denial of Acknowledge and reward potential problems successes Failure to recognise success other an expectation that Avoid working excessive hours people will regularly work Lead by example excessive hours or take Check management skills and assess work home with them training needs other Schedule work in a way that allows recovery after unavoidable busy periods . A culture that Approachable management which considers stress a wants to know about problems and sign of weakness will try to help to resolve them other F. CHANGE Problems Identified Possible solutions Priority Action taken/ By whom / Timescale/Date (H,M,L) Fears about job Provide effective support for staff security / grading throughout the process Poor communication Consult with staff likely to be uncertainty about involved in a change of – what is happening management programme fear – and uncertainty can lead to Not enough time increased anxiety, unfounded allowed to implement gossip, poor employment change relationships and increased Inexperience/fear of absence new technology Getting together as a team can Lack of skills for new help people to feel less isolated tasks with their concerns Not enough resource Ensure effective two-way allocated for change communication throughout process
A culture of blame when things go wrong, denial of potential problems Failure to recognise success other an expectation that people will regularly work excessive hours or take work home with them other Be honest, set a good example, and listen to and respect others Acknowledge and reward successes Avoid working excessive hours Lead by example Check management skills and assess training needs Schedule work in a way that allows recovery after unavoidable busy periods . A culture that considers stress a sign of weakness other Approachable management which wants to know about problems and will try to help to resolve them F. CHANGE Problems Identified Possible solutions Priority (H,M,L) Action taken/ By whom / Timescale/Date Fears about job security / grading Poor communication – uncertainty about what is happening Not enough time allowed to implement change Inexperience/fear of new technology Lack of skills for new tasks Not enough resource allocated for change process Provide effective support for staff throughout the process Consult with staff likely to be involved in a change of management programme – fear and uncertainty can lead to increased anxiety, unfounded gossip, poor employment relationships and increased absence Getting together as a team can help people to feel less isolated with their concerns Ensure effective two-way communication throughout