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• Then design a change management intervention, using the Appreciative Inquiry 5D framework, that will help the elderly care department provide a better service for patients and the wider community by ensuring that the 250 front-line staff are present more of the time and making a full contribution to the work of the department.
• Identify issues that might affect the success of your proposed intervention and explain how you would address these issues using the AI 5d framework.
• You must structure your work by only following and applying the “Appreciative Inquiry 5D framework” (Cooperider, Witney and Stavros, 2008) to design and plan a change management intervention in response to the organizational change at Silkeborg Council. Use the following questions as a guide:
Consider the advice you might give to (the manager):
1. Apply your developed theoretically informed knowledge of organizational change to identify what are the key issues that require attention.
2.Select one or more of these issues for detailed consideration and justify your choice.
3.Identify and critically review those theories that could aid your understanding of the issue(s) you have selected for special consideration.
4. Explain how these theories might inform the advice you will offer?
Case study
Designing an intervention to reduce absenteeism in the elderly care sector of Silkeborg Council, Denmark.
An area manager responsible for the care of the elderly in Silkeborg has approached you for advice. (This case is based on a situation that existed in 2001). Absenteeism is a problem for all departments of the Silkeborg Council. The average number of working days lost over the first six months of 2001 was 9.25, (an annual rate of just under 20 days per employee). One of the departments in which absenteeism is especially high is elderly care.
Over a period of several years the Council had taken several initiatives to reduce absenteeism. In the area of elderly care these have included:
• Analysing the reasons for lost time.
• Introducing a ‘Stop-Lift’ policy to improve practices in moving and handling in order to reduce lost time caused by back injuries.
• Helping group leaders develop their supervisory skills
• Educating the management team in the area of supervision and leadership
• Helping the management team and care staff work together to develop an absenteeism policy.
An important element of the new absenteeism policy is that illness should be regarded as a common concern for both employer and employee rather than a private issue for the employee alone. If people are off sick frequently, or for a prolonged period of time, their managers should engage in a dialogue with them about work, health and satisfaction in order to explore ways of improving the situation for both the individual and the department.
These various initiatives have produced short term improvements but little long term change.
Structure of work :
Definition – what are the primary underlying case study problems and key issues?
• Wider cost of absence for organisation in tough economic climate?
• Resistance to change, disengagement and politics?
• Top down change (hierarchy, power) and organisational culture?
• Toxic organisational climate?
20% = 600
Discovery – Select one or more of these issues for detailed consideration and justify your choice. Consider How might these underlying problems be addressed?
• Guiding coalition? – politics/ groups
• Leadership of change – adaptive leadership? Management of change – top down/ bottom up
• Change agents – experts, external consultants?
• Employee involvement/ engagement – bottom up change
750 words = 25%
Dream – What and when might the possible or potential solutions be?
• Workshops and collaborative cross departmental groups/ teams
• OD methods
• Culture change – collaboration and openness
750 words = 25%
Design – How, and in what ways might these possible solutions be implemented?
• Coaching and counselling – change leadership
• EAP (Employee Assistance programme)
• Engagement/ involvement
15% = 450 words
Destiny – Recognition of limitations to your design and consideration/ formulation of possible solutions which might address and balance these limitations
• Top down and bottom up change?
• Paradoxes and dualities of change
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