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3) Not having a shared outcome

When programmes of change are established the successful outcome is often poorly defined. Usually there is a general intention that everyone ‘kind of knows’ for example “we are introducing x,y and z” or a grand statement indicating that everything will be better for example “we will improve safety, quality and experience”.

Change efforts tend to fail in these circumstances because everyone has their own idea of what they are trying to achieve. As such too much variation occurs with everyone planning based on their own criteria for success. Commitment to change exists within small, inwardly focused teams resulting in lots of small changes being introduced, but the impact is not felt at an organisational level. Consequently, the change effort is deemed a failure and people involved don’t feel valued or appreciated for their efforts.

You know you have this problem when you hear.. “yes we are doing really well, thank you for asking”

TOP TIP: create opportunities for stakeholder involvement, at the start of your programme of change, where the real outcome can be defined and specific outcome measures can be set

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