Acknowledgements
I would like to thank Leen de Waal and Cees Reezigt for their supervision, Karin Kappen for helping me bringing my English up-to-standard and my family and friends for their support.
REALIZING AN INTEGRAL CHANGE APPROACH
‘Evaluating the implementation of ‘Eetkamer van Oranje’ within Zorggroep Fivelland’
Master thesis, MscBA, specialization Change Management
University of Groningen, Faculty of Economics, Management and Organization May 26, 2009
NICO LARS KUIPER Studentnumber: 1460560 Uitwierderweg 36 9933 GT Delfzijl tel.: +31 0621106427 e-mail: s1460560@rug.nl Supervisors/ university L. de Waal C. Reezigt Supervisor/ field of study
REALIZING AN INTEGRAL CHANGE APPROACH
‘Evaluating the implementation of ‘Eetkamer van Oranje’ within Zorggroep Fivelland’
ABSTRACT
In this thesis, recommendations are formulated for successful change management regarding the implementation of a restaurant facility within a care institution (Zorggroep Fivelland). This is done by evaluating this implementation between times with the help of assessment criteria for carrying through change. These criteria were obtained by studying literature in the area of strategy forming and change management. Data for the evaluation was obtained by means of conducting interviews. Zorggroep Fivelland aims to improve her change approach because people are dissatisfied about the way the introduction of EVO has gone so far.
1. INTRODUCTION... 4 1.1 Care-personnel ... 6 1.2 Kitchen-personnel ... 6 1.3 Project group ... 7 1.4 Research questions ... 7 2. THEORY... 8 2.1 Strategy formulation... 8 2.2 Change approach ... 9
2.3 Integral change management... 10
2.4 Starting phase ... 12 2.4.1 Deepening... 12 2.4.2 Creating awareness... 12 2.5 Design phase ... 16 2.5.1 Deepening... 17 2.5.2 Creating awareness... 18 2.6 Implementation phase ... 20 2.6.1 Deepening... 21 2.6.2 Creating awareness... 21 2.7 Conceptual model... 23 3. METHODS... 24 3.1 Data collection... 24 3.2 Respondents ... 25 3.3 Instrument... 25 3.4 Data analysis ... 26 4. RESULTS... 27
4.1.1 New, direction-giving strategy ... 28
4.1.2 Acquaintance with strategy ... 28
4.1.3 Necessity for change ... 29
4.1.4 Awareness of the necessity ... 30
4.1.5 Redesign ... 31
4.1.6 ‘Best Practices’ method... 32
4.1.7 Advantages and disadvantages ... 33
4.1.8 Learning process ... 34
4.1.9 Speed change project... 35
5. DISCUSSION ... 37
5.1 Starting phase ... 38
5.2 Design phase ... 41
5.3 Implementation phase ... 43
5.4 Recommendations ... 46
5.4.1 Recommendation 1: communicate with employees during the change process. .... 46
5.4.2 Recommendation 2: create a learning environment in the implementation phase.. 48
5.4.3 Recommendation 3: maintain speed of the change process. ... 49
5.5 Implications ... 50
5.6 Reflection ... 51
1. INTRODUCTION
The context in which care institutions operate is changing. The Ministry of Health, Well Being and Sports wants to improve the quality of life of those who need professional care. ‘We need to let go the formal approach that a client is experiencing a limitation, demands his or her right for care and claims this.’ (Bussemaker, 2007) A client is looking for quality of life, and the care institutions should anticipate on this more carefully. The client needs to have the opportunity to declare his wishes, and the professional should be able to provide good care as a result of his expertise. The client, however, wants the opportunity to choose the type of care that suits him best. (Bussemaker, 2007) This will result in a more competitive market than it used to be before.
From the care institutions’ perspective it is important to provide high quality care, that also meets the wishes of the client. This is also the case for Zorggroep Fivelland, a care institution in Noord-Groningen. Zorggroep Fivelland operates in five regions, namely Appingedam, Delfzijl, Slochteren, Loppersum and Menterwolde. There are a total of nine locations. Eight of these are ‘residence-care-centres’, and one is a nursing-, revalidation- and reactivation-centre. This organization is providing quality of life by emphasizing ‘the new way of getting old’. This entails spending a lot of attention to the well-being of their clients, and wanting their clients to enjoy life. (www.zorggroepfivelland.nl) Their vision of care is as follows: ‘Zorggroep Fivelland operates on the demand-side in the area of
care, residing and well-being. You are the centre of our attention, you can declare your wishes and needs and we will do our best to meet these in consultation with you. Together we will walk through our care-programme and we will look for possibilities instead of impossibilities. We respect your wishes and adapt our guidance, support and care to them.’ (www.zorggroepfivelland.nl) Moreover,
Fivelland thinks it’s important that the clients feel at home at Zorggroep Fivelland (from now on to be called ZF). That’s why ZF organizes different activities and offers a diversity of facilities at her locations.
One of those facilities is ‘Eetkamer van Oranje’ (EVO). EVO is developed by ZF. It entails a restaurant-concept with restaurants within the different locations of ZF. With this project ZF aims to improve the well-being of elderly people and comply to the demand for fresh and good food. (www.zorggroepfivelland.nl) The following text, found on the website of ZF, will clarify the concept further:
are prepared in an open kitchen. We show you what we are doing and how we do it. No secrets, but an open attitude. Both in the kitchen and in the service. We also want to offer you a wide range of choice in our meals so you can always eat varied. We hope you will feel quickly at home in our restaurant. Because, as a real host/hostess, we know that good food tastes best in a pleasant environment. We have sought for this special combination. It is up to you to judge if we succeeded in that.”
EVO has been created by ZF because of their intention to increase the well-being of elderly people and to meet the demand for fresh and good food. In order to investigate how they could improve the quality of life from its clients, ZF conducted a series of audits in 2004. One of those was aimed at measuring clients’ satisfaction concerning the food. The results showed that the larger part of the clients were dissatisfied with the food-supply. At that time, the meals for clients were prepared in a central kitchen and distributed to each location of ZF. There, the meals were regenerated and served in the rooms of the clients, where they could eat their meals. This method didn’t comply with the standards for high quality service delivery and didn’t improve the well-being of the clients. That’s why EVO was developed. In the new situation the central kitchen made room for a restaurant at every location. With this new concept, clients are supposed to leave their rooms, take a seat in EVO, order their meal á la carte and enjoy their meal in a pleasant ambiance. However, clients do have the choice to eat their meals in their own room.
Three groups of actors are involved in this change project: personnel, the project group and the clients. This research will focus on personnel and project group only. These groups were able to provide useful information for evaluating the implementation of EVO thus far. The pilot-interviews that have been conducted from several clients showed that is was very difficult to obtain useful information from them. They couldn’t give the researcher insight in the change process from their point of view, as they forgot a lot about that change process. That’s why the clients have been left out of this research.
The implementation of EVO will have a severe impact on two categories of personnel, namely care-personnel and kitchen-care-personnel. These two categories are present at every location of ZF.
1.1 Care-personnel
At every location care-personnel is divided in several teams which are lead by team leaders. Furthermore, every location has a department ‘Meerzorg’ where those clients are placed who are in need of intensive care. These are mostly demented people. Personnel working at this department also falls under care-personnel. In the old situation, without EVO, these clients got their food served in their own room. Care-personnel assists in delivering the food to the different clients and helps the clients with eating their food. There is a tight schedule for these activities, because the food must not get cold and the clients must not wait too long for their food to come. In the new situation, with EVO, people are expected to leave their room and take a seat in EVO. Care-personnel must assist the clients on their way to the restaurant. The schedule for this is less tight, because the clients are allowed to determine their selves at what time they wish to eat their meals. However, a dynamic schedule doesn’t mean that care-personnel will be less busy. Furthermore, care-personnel must assist those clients who need help with eating their meal. Clients who choose to stay at their room also need to be provided with meals and assistance when needed. This is also a job for care-personnel.
1.2 Kitchen-personnel
1.3 Project group
From the text above we can conclude that the introduction of EVO means a change in working processes, and thus a change for the employees. Responsible for the introduction of EVO is ‘Project group Eetkamer van Oranje’. This project group consists of Jan Cees Bos, manager facility services; Richard Kampstra, manager catering; and Margriet Smith, region manager Slochteren. The project group is dissatisfied about the way the introduction of EVO has gone so far. The introduction of EVO in Siddeburen, Slochteren and Wagenborgen seemed to have a big impact on care-personnel’s and kitchen-personnel’s way of working. According to the project group, these people weren’t prepared for this. The result was, that it took too long before EVO functioned as it was meant to be. Furthermore, it seems that, at the locations where EVO will be implemented on the short term (Delfzijl and Bierum), personnel isn’t prepared either for the introduction of EVO. The project group thinks that this is due to shortcomings in the communication process concerning this organizational change. However, the project group wants to obtain a broader insight in factors influencing a change process, as there might be more factors influencing this change process besides communication. The eventual goal of the project group is to improve their change approach concerning the introduction of EVO.
1.4 Research questions
The goal of this research is to formulate recommendations for successful implementation of EVO at the remaining locations within ZF, by evaluating the introduction of EVO at two locations with the help of assessment criteria for carrying through change. The central research questions which contribute to reaching this goal are as follows:
1. What are the relevant assessment criteria for effectively implementing the new restaurant facility within Zorggroep Fivelland?
2. How is the current situation at the two locations of ZF typified with regard to the criteria mentioned in question 1?
3. How is the current situation at the two locations of ZF with regard to the assessment-criteria assessed?
4. To what extent can the change process improve based on the previous findings?
theories used and the eventual assessment criteria can be found in the chapter ‘Theory’. The two locations where the introduction of EVO will be evaluated are Delfzijl and Bierum.The results of the research within these two locations can be found in the chapter ‘Results’, where an answer will be given to research question 2. In chapter ‘Discussion’ the actual situation within the two locations of ZF will be assessed in the light of the assessment criteria (research question 3). Based on this assessment, recommendations for a successful implementation of EVO at the remaining locations within ZF can be formulated (research question 4). In this case, success means that the employees accept the concept of EVO and can function properly in and around EVO.
2. THEORY
2.1 Strategy formulation
Strategy gives direction to the business of the organization. ‘Strategic management allows an
organization to think about strategic issues, choices and their consequences.’ (Jacobs, 2005) With
that, the chance to anticipate and master the current situation grows. (Jacobs, 2005)
Nowadays, there’s more turbulence in the care-sector. The client wants the opportunity to choose the type of care that suits him best. (Bussemaker, 2007) This will result in a more competitive market than it used to be before. New competitors are entering the care-sector, like the care-farms. This results in a more complex product than before, as it must be customized to meet the wishes of the clients. These developments make it more difficult to plan ahead in the future. (Jacobs, 2005)
The strategy forming process that is being used by an organization is to a large degree the determinant for the choice of a change approach. An organization that applies a classical design strategy will also use this strategy when carrying through a change within the organization because this provides a sense of security, trust and controllability. But within the classical design strategy there is paid little attention to the process of changing. (Jacobs, 2005)
Research tells us that 70% of all failed organizational changes is caused by human behaviour. (Cozijnsen & Vrakking, 2004). Forming a (change-)strategy consists of opposite requirements, which exist on a continuum (Kotter, 1979). At one end of the continuum, the (change-)strategy calls for little involvement of others, rapid implementation and a clear plan of action. This type of strategy mows over resistance (Kotter, 1979). Cozijnsen (Cozijnsen, 2004) calls this the organizational expert-approach (also called organizational expert-approach), which is focused on design and content of strategy and/or change. At the other end of the continuum, the (change-)strategy calls for involvement on the part of many people other than the change initiators, a much slower change process and a less clear plan (Kotter, 1979). This strategy reduces resistance (Kotter, 1979). Cozijnsen (Cozijnsen, 2004) calls this the process-approach (also called behaviour approach), which is focused on behaviour during change. These opposite requirements, which exist on a continuum, are called paradoxes. This means an organization chooses either the one end, or the other end of the continuum when forming a (change-)strategy, but it can also move along the continuum and find a balance between both opposite requirements. This could result in a strategy which focuses both on content of the change and behaviour during change. Who denies this paradox and holds on to one end of the continuum, shouldn’t be surprised if the change eventually fails. By emphasizing one side of the paradox, you easily underexpose the other side of the paradox. (Cozijnsen, 2004) The facts that 70% of all failed organizational changes is being caused by human behaviour, shows us that the process-approach is often underexposed. Thinking in terms of paradoxes undermines the straight-lined belief in controllability (the idea that success is guaranteed if one chooses one side of the continuum) and can get an eye for the real dynamics in a complex system. (Jacobs, 2005) This calls for the right balance between the organizational expert-approach and the process-approach. (Kotter, 1979; Cozijnsen, 2004)
2.2 Change approach
1979) Because change processes seem to become more intricate and the time spent on it must become shorter, it is important that projects can be planned and controlled to a certain degree. One will never manage to completely plan and control a project, but introducing clear phases in the change-project can somewhat help. (Cozijnsen & Vrakking, 2004) These phases indicate, for each step, what should happen and what the results with respect to content are. (Kloosterboer, 2005) The following phases can be distinguished in a change project: the starting phase, the design phase and the implementation phase. (Cozijnsen, 2004) This is a typical organizational approach. However, change is about people. That is why insight into human behaviour during organizational change is needed to bring the change process to a successful end. This insight is provided by the behavioural-approach. (Cozijnsen & Vrakking, 2004) The behavioural-approach makes clear which social emotional steps there are to be taken. (Kloosterboer, 2005) A change approach must contain both organizational and behavioural aspects. A change approach where both these aspects come together is called an integral approach.
2.3 Integral change management
Figure 1.2 shows of which elements the integral approach for change management consists. Four elements are central. These are the content, the change process/behaviour, the organizational context and the control perspective. (Cozijnsen, 2004; Cozijnsen & Vrakking, 2004)
Figure 2.1 Integral approach change management
These dimensions of change indicate in general what must happen per element in order to maintain the right direction. The six dimensions of change are:
At the content side it’s about deepening the phases of change. By deepening the change content, the quality of the change content will improve. For example, this will result in a direction-giving strategy in the starting phase and an adequate redesign in the design phase. At the behaviour side it’s about creating awareness for that what will come out of the content side.
At the behaviour side the change process must be differentiated to the different actors. There are different groups of actors involved in a change process. These groups of actors all need a different approach to get them into motion for change. That’s why the change process, like creating awareness for the outcomes of the content side, must be differentiated to the different groups of actors by using a specific approach for each group of actors.
At the organizational context side, activities mentioned above must be accelerated so they don’t get delayed. Maintaining speed of the change process is important to achieve successful change, as the progress that is realized in the change process will be maintained.
At the organizational context side, activities and instruments that are essential for a fast walk through and the necessary information and knowledge actors need in order to change must be
preserved.
From the control perspective, the change elements and their success factors must be united, in order to achieve an integral change approach. The change elements and their success factors together will result in an integral change approach which will increase the chance of a successful change process.
These dimensions indicate in general what must happen per element in order to maintain the right direction. The success-factors that belong to these dimensions of change describe in detail which steps an organization has to take in order to achieve an integral change approach. These success-factors will be described in the next paragraphs. First, the success-factors belonging to the starting phase will be described. Second, the success-factors that belong to the design phase will be described. Third, the factors that belong to the implementation phase will be described. Applying the success-factors that belong to the dimensions of change leads to effective steering of a change process and enlarges the chance of successfully completing a change process. (Cozijnsen, 2004)
2.4 Starting phase
In the starting phase of a change process, it’s about outlining the first contours of a new improved future situation. From this, people can take a first hold. It also legitimizes the necessity for change. (Cozijnsen, 2004) This results in people unfreezing from their current situation. This will be further elaborated on in the next part, where the dimensions of change concerning this phase will be discussed. This can cause some disorder, but the right order will be restored at the end of this paragraph when the matching criteria will be formulated.
2.4.1 Deepening
Deepening the starting phase is done by formulating a new strategy and formulating the necessity for
change. With regard to outlining the first contours of a new improved situation it is important that a new strategy is determined. This new strategy determines the course of the organization for the next couple of years and indicates how the organization wants to achieve her goals. This is the first step in bringing organizational change to a success. Formulating a new strategy however, is done on paper. The actual putting into practice of the new strategy brings along changes within an organization. The new strategy serves as a reference for these changes. This way, change-projects will be fitted in the framework and the connection between change projects is guaranteed. Important with changes is determining the necessity for change, for which the new strategy can be used as a way to legitimize the change. For example, an organization can be forced to implement some changes within the organization in order to bring the new strategy successfully into practice.
Formulating a need for change contributes to unfreezing people from their current situation and provides a mutual intention. So it provides, just like a strategy, direction to a change process. (Kloosterboer, 2005) This has a positive influence on the chances for successful implementation of the change project. The criteria formulated with this theory can be found later in this chapter.
2.4.2 Creating awareness
system (the organization) and the living world (the employees), which will eventually result in a durable change instead of a forced, unsupported change. With this dialogue, employees get the chance to voice criticism on the new strategy or to apply adjustments to the new strategy. This way consensus and support is achieved. This will result in acceptation of the new strategy, and goal-rational thinking will be prevented. (Habermas, 2002) The advantage of a new strategy is that it outlines contours of the new improved situation. People need new and better perspectives to be able to trade their current situation for a new situation. A new strategy should provide these perspectives.
However, the strategy is often too much worded in terms of the material expert. (Cozijnsen, 2004). International research indicates that 90% of the operational employees don’t have a clear image of the strategy. (Cozijnsen, 2004). When no action is taken to prevent this, employees won’t know what the direction is of the change project. They won’t know what is expected from them in this project and employees won’t support the change project. (Cozijnsen, 2004) To prevent this it is important that the strategy is known by those involved in the change process and that the strategy is supported by the employees.
Besides creating awareness for the strategy, the awareness of the need for change also plays an important role within change projects. This indicates the ‘why’ of the change. According to Cozijnsen, determining the need for change is mostly done by the change manager, based on reliable diagnoses and analysis of the organization. (Cozijnsen, 2004) It is important that the necessity for change is linked to the situation of those involved. People must see the link to their own (working-) situation in order to unfreeze out of their current situation. (Cozijnsen, 2004) The power-free dialogue plays an important role in the awareness of the need for change, as this dialogue is important in this phase to obtain acceptation of the change from the employees. And acceptation of the new strategy implicates that there is a need for change in their perception.
The following assessment criteria can be formulated based on the theory discussed above:
The first assessment-criterion concerns determining a new direction-giving strategy. This contributes to a successful change process as a strategy determines the course of the organization and serves as a reference for organizational changes.
subject discussed) and truth (people involved speak the truth). The power-free dialogue will result in understanding, supporting and accepting the new strategy. (Habermas, 2002) The strategy can only have a positive influence on the change process if employees are aware of that strategy. This criterion has a reinforcing effect on the first criterion.
The third assessment-criterion concerns the existence of a need for change. It follows after determining and creating awareness for the strategy, because the need for change follows from the new strategy, and/or the new strategy can be used as a way to legitimize changes. The necessity must be formulated from the perspective of those involved. When the need is determined by using the power-free dialogue, the need for change can provide understanding and acceptation for change, which creates support. This way, the necessity for change isn’t only formulated by the change manager, but the employees have influence as well in this because they can voice criticism and apply adjustments. This results in actual awareness of the need for change and consequently acceptance of the change.
This brings us to the fourth assessment-criterion, which has partly been elaborated in the third criterion, but deserves an explicit description.
The fourth criterion strengthens the third and concerns the employees’ awareness of the need for change. Cozijnsen (2004) describes explicitly that it is important that, besides the existence of a formulated necessity for change, employees must also be aware of this necessity for change. This creates a mutual sense of urgency for change (Kotter, 1979) which unfreezes people from their current situation. That’s why the power-free dialogue plays an important role in this phase of change, as this dialogue leads to an accepted strategy and awareness of the necessity for change. The awareness-process unfreezes people from their current situation.
influences the relationship between the necessity for change and the successful implementation of change (see paragraph 2.4.2).
Figure 2.2 Criteria Starting phase
These are the assessment-criteria belonging to the starting phase by which the change approach of ZF can be evaluated between times. Concerning this phase, research question 1 is answered. Research questions 2 tries to typify the factual situation of the two ZF-locations with regard to the assessment criteria. Following the criteria found thus far, we can split research question 2 up into the following sub-questions:
2.1 How is the current situation at ZF typified concerning the forming of a new direction-giving
strategy?
To be able to answer this question, the necessary information is obtainable by studying company-documents which announce the strategy of ZF. The interviews with project group-members are a source of information as well. When the strategy determines the course of the organization for the next few years and indicates how the organization wants to achieve her goals, the strategy can be typified as direction-giving.
One can state that personnel is acquainted with the new strategy when care- and kitchen-personnel knows what the strategy entails and what its implications are. This is measurable by asking employees during interviews if they are acquainted with the new strategy or are not. When the interviewee can explain what the new strategy entails and knows what the implications are for the employees, one can state that the employee is well acquainted with the strategy and the strategy is explained well. When the interviewee can’t explain what the new strategy entails and what it’s implications are for the employees, one can state that the employee isn’t well acquainted with the strategy and that the strategy wasn’t explained well enough to that person. Besides this it is also important that the strategy is supported by personnel: this can be checked by asking employees their opinion about the strategy during interviews.
2.3 How is the current situation at ZF typified concerning the presence of a necessity for implementing
EVO?
The interviews with the project group-members serve as a source for this sub-question. This question is measurable by asking the project group-members from ZF if they’ve determined a necessity for change. Also, the program-book of EVO serves as a source: in this program-book, one can see if a necessity for change has been announced.
2.4 How is the current situation at ZF typified concerning the awareness of the necessity for change
among care- and kitchen-personnel?
The interviews with care- and kitchen-personnel serve as a source for this sub-question. This question is measurable by asking employees why, according to them, EVO is implemented. When the answer corresponds with the necessity formulated by ZF, one can say that person is aware of the necessity for change. When the answer doesn’t correspond with the necessity formulated by ZF, or he or she doesn’t know why EVO is implemented, one can say that person isn’t aware of the necessity for change.
2.5 Design phase
successful execution of the new strategy. This will be explained in the following paragraphs. Here, the same structure will be applied as was the case in the starting phase: first, the dimensions of change will be discussed. After that, the assessment-criteria will be discussed in the right order.
2.5.1 Deepening
Now that the starting phase is behind us, the first contours of a new, improved situation are outlined. These contours of a new improved situation must now be fulfilled. This happens in the material-side of changes, where deepening of the design-phase finds place by making a redesign and by delivering hard evidence that the redesign is going to bring advantages. Delivering hard evidence can be done by using the best practices method (Cozijnsen, 2004), which will be elaborated later in this paragraph. Making a redesign is a complex process. There are a lot of organizational variables which can be involved in a redesign. A power-free dialogue between personnel and project-group can help to make the right selection out of those different variables. By using the power-free dialogue in the design phase, personnel gets involved in the design process. Involvement in the design-process of the change will result in understanding and acceptation of the redesign. The results of the starting phase can also offer support with making this redesign. For example, the new strategy can serve as a reference when selecting the right organizational variables. This way, design criteria can be formulated which will deliver a positive contribution to the execution of the strategy. This way, the organization comes a step closer to fulfilling the future image outlined in the starting phase. This often concerns details of the total redesign, but the employees are very interested in exactly these details. Details dominate the practice of employees. That’s why it’s important that employees have insight in these details. It is important that the redesign provides insight in how these details come to practice. (Cozijnsen, 2004)
The fifth criterion concerns working the design-aspects out in detail. It is very important to make the contours of the future, outlined in the starting-phase, concrete and recognizable in the design-phase. This can be realized by working out the details of the redesign, so it is known what the new situation will look like.
This will show that the redesign, which was a result from the power-free dialogue, leads to an improved situation. One method to show the benefit of a redesign is working with best practices. This means using a working model, comparable to the redesign that came out of the power-free dialogue, to show those involved that success is possible. (Szulanski, 2002) This replica must show tangible and valid results which show that the change has a good chance to succeed. This provides trust that the future change-projects will lead to something positive. (Cozijnsen, 2004)
The sixth criterion concerns working with best practices to show the benefits of the redesign to the employees. Now that the details of the redesign are worked out, hard evidence must be delivered which shows that the redesign actually yields benefits. This can be realized by showing a comparable, operational model to those parties involved. This makes the future situation recognizable.
2.5.2 Creating awareness
As an outcome of the material side of organizational change, the redesign has been made. The problem with redesigns like these is that they remain complex and abstract, thus far away from employees. These outcomes are not directly visible. This way, people can’t get a grip on their future situation. The dissatisfaction with the current situation, that has originated in the starting phase, must make place for concrete and realistic future perspectives which yield benefits and are recognizable as such for the users. (Cozijnsen, 2004) Making a recognizable redesign for the employees is therefore an important step in the design phase. The behaviour side of organizational change in the design phase plays an important role, by creating awareness for the better perspectives. (Cozijnsen, 2004) This is done by creating awareness for the advantages and disadvantages of the redesign. People want to know what the consequences of a change are for themselves and for the organization. They want to know what the advantages and the disadvantages are for them personally, since people in a change-situation are especially curious for their personal consequences. (Cozijnsen, 2004) Also, the advantages and disadvantages for the organization must be presented. It is important that a plain image of the future is given, without resulting in misunderstandings and disappointments. That’s why the disadvantages must be discussed as well. (Cozijnsen, 2004) The advantages and disadvantages can be discussed during the power-free dialogue in the design phase. As a result of this power-free dialogue, personnel will better understand and accept the advantages and disadvantages of the redesign. This is because they were involved in the design process themselves and therefore support the redesign.
into motion and going along with the change. To prevent the change leading to disappointments, personnel must be aware of the disadvantages of the redesign. (Cozijnsen, 2004) Besides creating awareness for the advantages and disadvantages for the employees personally, awareness must be created for the advantages and disadvantages for the organization as well. This way, the future is presented as realistic as possible, without employees getting confronted with surprises. (Cozijnsen, 2004)
Thus far, the design phase has resulted in a detailed redesign. Furthermore, these details have been translated into everyday-practice with the help of the best practices method. In order to make this redesign getting people into motion for change, the advantages and disadvantages of the redesign have been presented.
These criteria can be viewed schematically as follows:
Figuur 2.3 Criteria Design phase
Based on these criteria we can formulate the following sub-question for research question 2:
2.5 How is the current situation at ZF typified concerning the level of detail of the redesign?
impact on the employees. When it turns out that these variables haven’t been defined, the level of detail can be called low. When it turns out that the new working processes and working times have been completely described, the level of detail can be called high.
2.6 How is the current situation at ZF typified concerning the application of the ‘Best Practices’ method?
This is measurable by asking the project group members during interviews if they provided employees with the opportunity to visit locations where EVO has already been implemented. Also, the employees can be asked if they have visited a location of ZF where EVO has already been implemented, and what feelings and thoughts this brought up with them.
2.7 How is the current situation at ZF typified concerning the awareness among the employees about the advantages and disadvantages of the redesign?
This sub-question is measurable by first asking the project group members which advantages and disadvantages they have formulated concerning the redesign. Next, the employees can be asked which advantages and disadvantages, according to them, come along with the redesign. When these match, or when the employees can mention other ones, one can say that the employees are aware of the advantages and disadvantages of the redesign. When these don’t match, and they can’t mention others, one can say that the employees aren’t completely aware of the advantages and disadvantages of the redesign.
2.6 Implementation phase
2.6.1 Deepening
If an organization has finished the design phase and thus arrived at the implementation phase, but the organization isn’t ready for the actual implementation of the change in practice, it is important to keep providing the involved parties with clear, future images. (Cozijnsen, 2004) This has already been done in the design phase, but one could say that this activity should be continued in the implementation phase. It is of great importance that people keep having a clear image of the future situation and that they keep on realizing what consequences the change will bring along for them. This keeps people motivated for change and prevents uncertainty. The actual implementation can take place focused and effective. (Cozijnsen, 2004)
2.6.2 Creating awareness
Outlining an image of the future situation and naming the adjustments in the organization concepts alone is not enough, no matter how detailed they are. The designers have been busy with creating expectations about a new and better organization for a while now, and people now want to get to work with these expectations. (Cozijnsen, 2004) Seeing the new organization in future images, however, is something different than actually working in it. When the new situation is actually implemented, it is important that people are ready for this. That’s why it is important that personnel can practice with their new working situation. This will result in those involved getting in touch with practical situations they will encounter also in the new situation. Furthermore, people can master the adjustments made in their situation. (Cozijnsen, 2004) Therefore, a learning process should be activated, which enables ‘learning by doing’ (Cozijnsen, 2004). Examples of ‘practice’ could be following trainings and courses; working along in a comparable, working model; exchanging knowledge and experiences between people who are going to work in the new situation and people who already work in a comparable situation. This can be regarded as first order learning, as people learn how to work in EVO. This learning process ensures that what has been outlined in the design phase, can now be experienced in practice. This results in people being well prepared for the new situation when this is actually implemented. (Cozijnsen, 2004) The power-free dialogue between personnel and project-group can be used to establish and fill in this learning environment. If personnel is involved in establishing this learning environment, for example by letting them select trainings and courses, understanding and acceptance for this learning process will increase and support for this change will increase.
future image. By activating a learning process in the implementation phase, this can be achieved. This ensures employees remaining motivated for change and will make the transition to the new situation a lot smoother.
Besides that, speed is essential. Maintaining speed is important to preserve the progression made in the starting- and design phase. (Cozijnsen, 2004) People must remain motivated for change and keep the future clear in mind. That’s why change activities should follow up each other in the right order, as outlined in previous paragraphs. (Cozijnsen, 2004) If problems occur which will slow down the implementation of the change, you have to ensure that people remain motivated for change and keep a clear view of the future. Transparency of the change process is very important. By indicating the reason for delay, people stay up-to-date about the progress and keep involved in the process. To take away any doubts concerning the change, an ‘inevitable action’ needs to be executed, which will show that the change is really going to come. (Cozijnsen, 2004) This is an action which makes clear that management is really dedicated to the change. It takes away all doubts concerning the continuation of the change. Most of the time, a small intervention can take away this doubt. (Cozijnsen, 2004)
The ninth criterion concerns maintaining momentum of the implementation of change. If the future images are outlined, it is important that the actual change is implemented fast so that the employees can get to work with the adjustments quickly. When this takes too long, people don’t remain in motion and the image of the future situation fades. Even the necessity for change can be lost out of sight. A slow implementation can damage the progression realized in the preceding phases.
These criteria can be captured in a model as follows:
With these criteria belonging to the implementation phase, the following sub-questions for the second research question can be formulated:
2.8 How is the current situation at ZF typified concerning the presence of a learning process for care- and kitchen-personnel?
This sub-question is measurable by asking project group members during interviews if they activated a learning process for employees. This can also be asked the employees themselves. When the employees have the opportunity to practice with their new working situation and learn how to work in EVO, one can say that a learning process was activated in the implementation phase.
2.9 How is the current situation at ZF typified concerning the fastness of EVO’s implementation at locations Delfzijl and Bierum?
Starting point with this sub-question is that progress made in the preceding phases is preserved. People must remain motivated for change and keep the future clear in sight. The interviews with the employees must point out if this is the case or not. The longer the project takes, the smaller the chance that employees are motivated for change and have a clear sight of the future. Also, interviews with the project group members can give insight in the time that this change-project has cost and which steps have been taken in it.
2.7 Conceptual model
Dysfunctional behaviour results in resistance to change. Resistance to change undermines the chances of successful implementation of EVO. The integral change approach strives to decrease dysfunctional behaviour to a minimum by gaining support, understanding and acceptance for the change. Since this research focuses on the project-group, personnel and the steps they have to walk through in order to achieve successful implementation of EVO, other actors and the external environment have not been included in this conceptual model.
Figure 2.5 Conceptual model
3. METHODS
3.1 Data collection
3.2 Respondents
The implementation of EVO will be evaluated at two locations, namely Bierum and Delfzijl. One can see that Siddeburen has been left out of this. This has been done deliberately because of the fact that Siddeburen was the first location within ZF where EVO was implemented. Because of this reason it isn’t comparable to the implementation of EVO at the remaining locations. Siddeburen didn’t have an example of a location where EVO had already been implemented. Delfzijl and Bierum can make use of Siddeburen as an example. Furthermore, it has been four years ago that EVO has been implemented in Siddeburen which makes it questionable if involved personnel can provide detailed information about the way EVO has been implemented at that time. Delfzijl and Bierum are involved in this evaluation, even though EVO has not been implemented at these locations yet. Because of the fact that the announcement of the short term implementations of EVO has been made long time ago and a large part of personnel at these locations still remain in great uncertainty about their future, I decided to evaluate ZF’s change approach used in Delfzijl and Bierum.
In order to evaluate ZF’s change approach by using the formulated assessment criteria, interviews have been conducted from two project group members, a number of six care-personnel (three at every location) and four kitchen-personnel (two at every location). One requirement is that the persons interviewed experienced the implementation of EVO at their location from the start. The interviews lasted approximately one hour. Those who were interviewed were approached in different ways: personally, through e-mail and by telephone. While making the appointments, the subjects to be discussed were always mentioned, so the respondents could prepare themselves for the interviews.
3.3 Instrument
The interviews with members of project group EVO serve to gain insight in the change approach developed by them. The interviews with the personnel serve to gain insight in the actual change approach applied by the project group.
when it turns out that certain assessment criteria are not sufficiently addressed one can ask specific questions about that. If necessary, this can be done with a closed question, followed by an explanatory question (concerning the employees, for example: ‘Do you experience a need for implementing EVO? If so, what is this need? If not, do you think implementing EVO is a good idea? Why do you think that?’).
The interviews are recorded with a digital voice recorder (after asking the respondent’s permission) and saved on a computer. These recordings are listened back the same day the interview took place, so that the interview responses can be typed into a document. These Word-documents are saved on a computer.
3.4 Data analysis
The first central research question was answered by studying theories in the area of strategy forming and change management. This resulted in assessment criteria, by which the effectiveness of the implementation of EVO at two locations can be evaluated. The second central research question will be answered by analysing the Word-documents that contain the interview reports. By reading back these interview responses, insight can be gained in the implementation process of EVO thus far. For effective analysis, the interviews-responses have been coded. This way, insight was gained in how often certain answers have been given during the interviews. The interview results from both Delfzijl and Bierum provide insight in the change approach used at both locations. The data obtained from the interviews can be used to judge if each criteria has been complied with or not. When these interview results are combined, sub-questions 2.1 till 2.9 can be answered. Answering these sub-questions allows one to evaluate the change approach of ZF by using the criteria, and answer the third central research question. When it turns out that not every criteria has been complied with, recommendations can be formulated for improving the current change approach of ZF. Recommendations will be based on the formulated criteria.
Figure 3.1 Research model
4. RESULTS
Now that the assessment criteria for successfully implementing EVO within ZF have been formulated, it’s time to look what the actual situation is like in the proportion to these assessment criteria. In this chapter, the actual situation concerning the implementation of EVO within ZF (Delfzijl and Bierum) will be typified in the light of the assessment criteria. These results are based on the interview results and document-analysis. Using these results, an answer can be given to the second research question:
How is the current situation at the two locations of ZF typified with regard to the criteria mentioned before?
In the following overview, the assessment criteria will be mentioned once again. Next, the sub-questions and matching criteria will all be discussed. During this discussion, only the factual situation will be typified. In the next chapter, discussion will find place concerning the factual situation in the light of the assessment criteria.
Criterion 1 New, direction-giving strategy
Criterion 2 Awareness concerning new strategy among employees
Criterion 4 Awareness concerning necessity for change among employees
Criterion 5 Detailed redesign
Criterion 6 Application ‘Best Practices’ method
Criterion 7 Acquaintance advantages and disadvantages EVO
Criterion 8 Presence learning process Criterion 9 Speed of the change process
Table 4.1 Assessment criteria
4.1.1 New, direction-giving strategy
Question 2.1 concerned forming a new, direction-giving strategy that determines the course of the organization for the next few years; the interview- and document analysis-results can be found in table 4.2.
Strategy Zorggroep Fivelland: “Experiencing personal well-being by offering support and care in dialogue with the client or his/her representative. Zorggroep Fivelland wants to provide demand-driven service. Demand-driven providing of care, shelter and well-being is important with this. The client is central.” (www.zorggroepfivelland.nl 04-11-08)
Interview results (project group): This strategy has been determined three years ago
According to both interviewed project group members, the client is central within this strategy; satisfaction, wishes and needs of the client are determinant for the rendering of service of ZF.
Table 4.2 Forming a new, direction-giving strategy
4.1.2 Acquaintance with strategy
The theory showed that a new strategy is effective when people are aware of the new strategy. Question 2.2 concerned the acquaintance with the new strategy among the employees of ZF; the results of the interviews can be found in table 4.3.
Interviews employees; acquaintance strategy: All interviewedemployees know what the new strategy entails
client being the centre of the rendering of service
Three of the ten interviewed employees indicated that “Clients are kings” Interviews employees; strategy support: New strategy is supported by most of the
employees (indicated by eight of the ten interviewed employees)
The reason why they support this is that the new strategy fits well with the desired work-method of these
employees; according to them, the new strategy offers them the possibility to offer the clients a chance of a
qualitatively worthy existence.
four of the ten employees mention that before, this wasn’t possible because of efficiency-measures and cost-cuts, but with this strategy they get every opportunity for it.
Table 4.3 Acquaintance with and support for strategy
4.1.3 Necessity for change
The implementation of a new strategy leads to changes within an organization. One of those changes within ZF was the implementation of EVO. To indicate the importance of implementing EVO and
unfreeze the employees out of their current situation, it is important that a necessity for change is
formulated. Question 2.3 concerned the presence of a necessity for implementing EVO; the interview results can be found in table 4.4.
Interviews project group; necessity for changing the food-supply process appears from the following points:
A customer-satisfaction research showed that the clients of ZF were unsatisfied with the food-supply within ZF. This dissatisfaction concerned the quality of food, lack of freedom of choice, and the lack of a pleasant atmosphere during the meals.
leads to a social isolation with few company. Not only for the client, this is an undesirable situation, but for ZF this is an undesirable situation as well.
The old situation didn’t correspond with the new strategy whereby the client’s wishes are in front and the quality of the client’s life plays an important role. Shortcomings in the old situation were for example the absence of freedom of choice concerning client’s menu’s, and not preparing a fresh meal at every location.
Tabel 4.4 presence of a necessity for change
4.1.4 Awareness of the necessity
In order to unfreeze care- and kitchen personnel out of the current situation and motivate them for the implementation of EVO, it is important that care- and kitchen personnel is actually aware of the necessity for change. Question 2.4 concerned the awareness for the necessity for change among the care- and kitchen personnel; the interview results can be found in table 4.5.
Has ZF communicated the necessity for change?
No. The project-group didn’t communicate the necessity for change towards the employees. Furthermore, a power-free dialogue between the project group and employees didn’t take place.
Interview results employees: Power-free dialogue didn’t take place (according to all interviewed employees)
Some employees (4/10) acknowledge that it isn’t customer-friendly to let the clients eat alone at their room, and freedom of choice being absent.
According to these employees, this doesn’t fit the course ZF is following nowadays, whereby client-focused rendering of service is offered.
However, these employees don’t think it’s necessary to realize a restaurant; clients can also eat the regenerated meals together in the recreational room, which now happens two times a week.
working processes as they are right now. They are a well adjusted team that has mastered the current processes. They don’t know if they can master EVO’s processes.
Results client-satisfaction research: None of the interviewed employees were aware of the results of the client-satisfaction research concerning the food-supply process, conducted among the clients.
Table 4.5 Awareness necessity for change
4.1.5 Redesign
Now that the starting phase has been completed, according to the theory, we now head over to the design phase. The first step of the design phase concerns the making of a detailed redesign. According to the theory it is important that the intention to operate client-focused and change the food-supplying process, that have been outlined in the starting phase, are made concrete. This gives direction to the change process and to the employees. Question 2.5 concerned the level of detail of the redesign; the interview results can be found in table 4.6.
Interview results project group: EVO seems to especially have an impact on the existing working processes, team composition and working times of care- and kitchen personnel.
The redesign of EVO’s at Bierum and Delfzijl is based on the locations where EVO has already been implemented.
A power-free dialogue concerning the design of EVO didn’t take place.
ZF has two years of experience with running EVO. ZF has learned by doing. With regard to the working processes, these have been adapted and improved as time passed.
So the working processes are known and can be applied at the locations of Bierum and Delfzijl.
Staffing and matching working times at these locations aren’t known yet. However, ZF has appointed a ‘host+’ for the regions Bierum and Delfzijl, who will finish the staffing.
4.1.6 ‘Best Practices’ method
After redesigning the work-processes and working on the personal occupancy, it is important to show that EVO will bring benefits. This can be done by applying the Best Practices method. In this context, this means that personnel is given the chance to take a look at a location where EVO has been implemented successfully. Question 2.6 concerned the application of the Best Practices method; the interview results can be found in table 4.7.
Has ZF applied the Best Practices method?
No, personnel hasn’t been stimulated to visit an existing EVO-location. There are three employees (out of ten) who have visited an EVO on their own initiative.
Reactions employees who haven’t visited EVO:
Seven employees who haven’t visited EVO, don’t have any idea what to expect from the implementation of EVO, with the exception of the knowledge that EVO is a restaurant-concept.
These employees are not acquainted with the consequences for their work-situation
These employees don’t know what the precise consequences are for the clients.
A lack of concrete information concerning EVO brings up feelings of anxiety and uncertainty with these seven employees.
These seven employees have questions which they don’t get an answer for.
The implementation of EVO brings up feelings of fear with a few employees (2/10). These employees fear that they can’t handle the new work-processes in EVO.
Some employees (3/10) expect that EVO won’t bring along a lot of changes, but they don’t know this for sure. These employees have a waiting attitude and just wait how the implementation of EVO will go.
Reactions employees who have visited EVO:
This gave them (3/10)an idea about what to expect from their own future work-situation.
These employees got a positive view of EVO.
processes work well and the clients are visibly enjoying EVO. The third one only ate at an EVO restaurant and was very positive about the quality of the food and the ambiance in the restaurant.
Because of these positive impressions, these three employees are very motivated to work in an EVO.
Table 4.7 Application Best Practices method
4.1.7 Advantages and disadvantages
To make the redesign visible for care- and kitchen personnel and get these people into motion for change, it is necessary to make the personal ánd the organizational advantages and disadvantages known. Question 2.7 concerned the awareness of the employees about the advantages and disadvantages of the redesign; the interview results can be found in table 4.8.
Advantages redesign (interviews project group)
The concept contributes to a better quality of client’s lives by serving freshly cooked meals, by offering a menu with a choice of meals and by offering a pleasant
ambiance where the clients can eat their meals.
Personnel gets a wider variety of tasks assigned to them as a consequence of the implementation of EVO. This means task enlargement. EVO has comprehensive and more complex work processes compared to the old situation. This leads to more personal development for personnel.
Disadvantages redesign (interviews project group)
EVO strives for openness and transparency. As a consequence, the work-processes within EVO are visible for the clients and there’s more contact with the clients within EVO. This can lead to personnel having the feeling that they are being watched. In the old situation most of the work took place behind closed doors, which implicates a significant change.
Awareness of the advantages and disadvantages among employees (interviews employees):
Employees understand that EVO must contribute to a larger satisfaction of the client and thus is part of ZF’s strategy (according to7/10 employees).
But employees don’t have any idea how this is exactly done, because they can’t picture themselves a concrete image of how EVO exactly works (according to 7/10 employees).
Because of this, they can’t mention any further advantages and disadvantages (according to 7/10 employees).
They are convinced of the good intentions of EVO, but there is a lot of obscurity concerning the consequences of the implementation.
This contributes to the feeling of anxiety (7/10), and in some cases even fear (2/10) among the employees. Besides that, there are employees who are indifferent concerning the change (3/10).
Table 4.8 Awareness advantages and disadvantages
4.1.8 Learning process
To prepare the personnel of ZF for the implementation of EVO, it is, according to the theory, important that a learning climate is created. Question 2.8 concerned the presence of a learning climate for the care- and kitchen-personnel; the interview results can be found in table 4.9.
Presence of a learning process (interviews employees):
According to those interviewed, a power-free dialogue between personnel and project-group wasn’t used to establish and fill in the learning process.
At location Bierum, both kitchen employees followed a catering-training. This has been a year ago, and they never had the opportunity to put the gained knowledge into practice. The gained knowledge was lost, according to both kitchen employees.
location Delfzijl have been promised a training as well, but the management of ZF didn’t keep their word. As a consequence, the management of ZF made an incredible impression on these two employees.
Further activities for activating a learning process weren’t undertaken by the project-group
One employee has worked along in Siddeburen on her own initiative; this allowed her to exchange knowledge and experiences with personnel at that location. Her uncertainty was taken away in one day and her questions were answered in one day. She now knows what to expect of the implementation of EVO, and is very positive about those expectations.
Other interviewed employees didn’t work in an existing EVO (9/10). This contributes to the feeling of anxiety, which the implementation of EVO brings along.
Table 4.9 Presence learning climate
4.1.9 Speed change project
According to the theory it is important that the change project maintains speed. Starting point with this must be that employees remain motivated for change. Question 2.9 concerns the fastness of the implementation of EVO at the locations of Delfzijl and Bierum; the interview results can be found in table 4.10.
Change project EVO Bierum: Implementation of EVO was announced two years ago
explained in global terms (restaurant; menu; fresh cooking; results in better customer service)
Expected realisation: Christmas 2007
In October 2007, trainings were given for kitchen-personnel.
Until now (December 2008) EVO hasn’t been implemented yet. Employees aren’t acquainted with the reason for this.
Further change activities didn’t take place in the mean time.
Reactions employees Bierum: The failure of the implementation of EVO to occur has caused lots of unrest (3/5). The other two employees have visited an existing EVO and therefore weren’t concerned about the future because they got a clear image of their future working situation.
Several employees even doubt if EVO will ever come at this location. (2/5)
Gossips about the reason why EVO hasn’t been implemented have started (2/5).
Unrest and doubts among employees has led to little motivation for change. (4/5) Change project EVO Delfzijl: Arrival of EVO was announced two
years ago
Shortly after, an information gathering was organized whereby the concept was explained in global terms (restaurant; menu; fresh cooking; results in better customer service)
Expected realisation: march 2009
Further change activities didn’t take place in the mean time
Reactions employees Delfzijl: The start of building the new location was for the five interviewed employees of Delfzijl the ultimate proof that EVO was really coming
The consequences of this new situation weren’t clear for four of the five employees. The other one visited an existing EVO-location.
The unrest of the four employees doesn’t find its origin in the question of EVO being implemented or not, but in the question which consequences the implementation brings along for them personally. (4/5)
Here also, four of the five employees indicate that, because of the unrest, they are little motivated for the implementation of EVO.
Table 4.10 Momentum change project
Now that the research-results have been described, and the factual situation within ZF with regard to the assessment criteria have been described, it is time to assess the results in the light of the assessment criteria. This can be read in the following chapter, ‘Discussion’.
5. DISCUSSION
In this chapter, the interview-results out of the preceding chapter are assessed in the light of the assessment criteria. By doing this, research question 3 can be answered:
5.1 Starting phase
Like the theory described, it is important that people are willing to let go of the old situation and trade it for a new situation. This can be reached by determining a new, direction-giving strategy (Criterion
1: determining a new, direction giving strategy) and explaining this strategy to the employees
(Criterion 2 Creating awareness for the strategy).
The interviews and document analysis show that ZF has indeed determined a new strategy. It is clear that the client should be central in the services rendered by ZF. The new strategy gives clear direction to the tasks to be done (namely client-focus, customer satisfaction). One of the measures ZF took to realize the strategy was implementing EVO. EVO fits well in the new strategy of ZF, because EVO strives to increase the quality of life of the employees (for example, by offering a menu with several options, fresh cooking on location, improve social contacts).
Furthermore, the interview results show that employees are aware of ZF’s new strategy. ‘The clients are kings’ is said several times by the employees. According to the employees, this means that personnel can finally spend the time and attention to clients which they deserve. This is a much more desirable situation for employees, as compared to the old situation. In the old situation, efficiency and cost-cuts were important, and less time and attention could be spent on the client. The employees indicate that they want to let the client be king, and they can do so while using this new strategy. And that is exactly what ZF wanted to achieve with this new strategy. This shows that the new strategy offers direction to the work. Furthermore, the new strategy fits the desired way of working of the employees. This strategy offers good perspectives for the future, considering the fact that this strategy matches the wishes of both clients and personnel. The strategy provides clear direction to the course of ZF, and it is also supported by the employees. A good start is made with the change process, as the strategy offers a good future image of where ZF wants to go to, namely a better customer service.
Now that a clear goal is in sight, it is important that the employees are aware that the current way of food-supply doesn’t fit the current strategy. Employees need to be aware of this necessity for change. When people are aware of this, they will be more willing to let go the current situation and more willing to change. ZF can achieve this by first using the power free dialogue to formulate a necessity
Conclusion assessment criterion 1: direction-giving strategy formulated? Yes, ZF wants
to realize a better customer service by offering customer-focused services. ZF wants to realize this with implementing EVO.
Conclusion assessment criterion 2: Is personnel aware of the strategy? Yes, personnel
