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Improvement Planning

Improvement Planning. Helping you to identify priorities. The Challenge. It is often the case that when trying to improve performance you are faced with lots of options. This presentation demonstrates two simple processes that may help you identify an effective way forward.

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Improvement Planning

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  1. ImprovementPlanning Helping you to identify priorities

  2. The Challenge • It is often the case that when trying to improve performance you are faced with lots of options. • This presentation demonstrates two simple processes that may help you identify an effective way forward. • It is also a great way to get your team involved in problem solving and change.

  3. Identify what you want to improve

  4. You will need: A large sheet of brown paper, at least 2 metres long Strong blu-tak or masking tape to fasten it to the wall Flip chart pens Felt tip pens Lots of packets of large (76 x 127 mm) post-it notes Shopping list

  5. Process • Fix the brown paper to the wall, divide it into 3 sections and give each section the following headings, from left to right: • Working well • So So • Not working • Now give every member of your team a pack of post-it notes and a felt tip pen. • State clearly the area in which you would like to see improvement and that you wish them to consider. • Ask them to think about things that are “Not working”, “So So”, (i.e. OK but could be better), and “Working well”. • Get them to write their ideas on a post-it note. One idea per post-it. • Allow people time to get their ideas down on paper. • Don’t allow this stage to become a general discussion. This is about generating ideas. • Writing with a felt tip (rather than a pencil or pen) makes it easier to read, especially if they write in BLOCK CAPITALS. • Now ask them to put their post-its on the planning chart. Two or three things will emerge: • Lots of people will identify the same problem or issue – pay attention to this. The frequency may indicate urgency or importance. • Several inter-connected themes will emerge. • Some of the problems will be ‘wicked issues’. The really difficult problems that don’t seem to go away. • Facilitate a discussion around what one thing you could collectively move forward from “Not working” to “So So”? What one thing could they move forward from “So So” to “Working well”. • There is no point in trying to fix everything. That just dilutes your effort and increases the risk of failure. • Aim to make incremental changes – they are more likely to succeed. • The discussion of what problems to fix is the most valuable part of the exercise. Allow plenty of time. If the team agrees what to move forward it also helps to engage ‘buy-in’ to any changes that need to be made. The discussion might also highlight other issues. Add them to the planning chart. • Is there anything in the “Working well” area that could become ‘Outstanding’? • The next slide gives a visual summary.

  6. Working well So So Not working Loremipsum dolor sit amet, Consectetur adipiscing. Loremipsum dolor sit amet, Consectetur adipiscing. Loremipsum dolor sit amet, Consectetur adipiscing. Loremipsum dolor sit amet, Consectetur adipiscing. Loremipsum dolor sit amet, Consectetur adipiscing. Loremipsum dolor sit amet, Consectetur adipiscing. Loremipsum dolor sit amet, Consectetur adipiscing. Loremipsum dolor sit amet, Consectetur adipiscing. Loremipsum dolor sit amet, Consectetur adipiscing. Loremipsum dolor sit amet, Consectetur adipiscing. Loremipsum dolor sit amet, Consectetur adipiscing. Loremipsum dolor sit amet, Consectetur adipiscing.

  7. How do we choose what to move forward? Often making improvements in one area will have a knock-on effect. In the next slide deciding to fix communication problems has a beneficial impact on decision making.

  8. Working well So So Slow decision making Poor communication between departments

  9. 3 2 1 Establish Priorities

  10. Might be worth the effort Go for it Hi Impact Why bother Quick win ?*! Lo Effort Hi Lo Control Lo Hi

  11. Getting to know you • Your Fusion Leadership future begins with us getting to know your needs and the potential of your organisation. Our first meeting could be over an informal cup of coffee. • Fusion Leadership is based in the north and south of England, but we work where you are. • You can email us at info@fusionleadership.co.uk Just click on the coffee cups, or why not give us a call to arrange that cup of coffee. • 020 8810 6234 in London and the south. • 01430 421130 in the north.

  12. Building leadership and HR capacity to achieve organisational objectives

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