Practical tips and skills for change management To undertake effective change management, PHNs should consider the tips in Table 5. Table 5: Practical tips and skills for change management System Organisation Individual / team Achieve a shared Implement a single, Provide staff with the time understanding of the clear and best practice and training to develop existing problems by change management their commissioning the sector, i.e. case for methodology such as competencies and embed change, and commitment ADKAR (Awareness, new practices into to solve these problems. Desire, Knowledge, business-as-usual Ability, Reinforcement) activities as part of their Build relationships with as the basis for a performance plans. other commissioners and change implementation the market to leverage Consider quality plan, with cultural safety opportunities (e.g. utilise improvement embedded at a grass their capacity and methodologies to assist in roots level. capability to support a driving contemporary shared agenda). Measure and report on practice. key change objectives, Collaborate and share Develop leadership skills celebrating successes change management to motivate teams to and assessing the strategies, approaches implement the change PHN’s development of and experiences across and leverage passionate cultural safety and other the PHN network. individuals to be competencies in community change Form strong relationships commissioning. champions. with community and Build the PHN’s cultural representative groups, Co-develop contracts and competency to build including to agree manage performance to trust and respect to and communicate what the provide scope for communicate change is, what has been partners to transform and achieve buy-in (in achieved and what is themselves and achieve particular, work more needed to fully realise the change, while still closely with Aboriginal benefits. ensuring continuity of and Torres Strait services during transition. Communicate evidence Islander people and (Contracts of appropriate specific to the PHN region communities to effect length, and which include to support the change. change). appropriate transition and This may include Communicate clear and service continuity investments or consistent messages requirements are partnerships with research about the benefits of important here.) providers to obtain this change, and the PHN’s data, link it and Constructively challenge actions to support communicate it in a clear behaviour that does not change across the and transparent manner. support collaboration or system. build the desired culture. Negotiate with key decision makers across the system to influence their agenda to support local change.
Practical tips and skills for change management To undertake effective change management, PHNs should consider the tips in Table 5. Table 5: Practical tips and skills for change management System Organisation Individual / team Achieve a shared understanding of the existing problems by the sector, i.e. case for change, and commitment to solve these problems. Build relationships with other commissioners and the market to leverage opportunities (e.g. utilise their capacity and capability to support a shared agenda). Collaborate and share change management strategies, approaches and experiences across the PHN network. Form strong relationships with community and representative groups, including to agree and communicate what the change is, what has been achieved and what is needed to fully realise the benefits. Communicate evidence specific to the PHN region to support the change. This may include investments or partnerships with research providers to obtain this data, link it and communicate it in a clear and transparent manner. Negotiate with key decision makers across the system to influence their agenda to support local change. Implement a single, clear and best practice change management methodology such as ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) as the basis for a change implementation plan, with cultural safety embedded at a grass roots level. Measure and report on key change objectives, celebrating successes and assessing the PHN’s development of cultural safety and other competencies in commissioning. Build the PHN’s cultural competency to build trust and respect to communicate and achieve buy-in (in particular, work more closely with Aboriginal and Torres Strait Islander people and communities to effect change). Communicate clear and consistent messages about the benefits of change, and the PHN’s actions to support change across the system. Provide staff with the time and training to develop their commissioning competencies and embed new practices into business-as-usual activities as part of their performance plans. Consider quality improvement methodologies to assist in driving contemporary practice. Develop leadership skills to motivate teams to implement the change and leverage passionate individuals to be community change champions. Co-develop contracts and manage performance to provide scope for partners to transform themselves and achieve change, while still ensuring continuity of services during transition. (Contracts of appropriate length, and which include appropriate transition and service continuity requirements are important here.) Constructively challenge behaviour that does not support collaboration or build the desired culture.
Change%20Mgt%20&%20Competencies%20Guidance.docx