Creating change sophisticated people: a change competencies workbook based on school support staff's perceptions of strategic change in a post '92 higher education institution

<p>This research critically examines school support staff’s perceptions of strategic</p> <p>change within a post ’92 higher education institution. The need for effective</p> <p>communication as well as valuing and empowering employees during any</p> <p>change process is discussed.</p> <p>The research uses a mixed methods approach. Qualitative and quantitative</p> <p>data are obtained from questionnaires and emerging themes identified. Further</p> <p>qualitative data are gathered from diary logs, interviews and focus groups. This</p> <p>research represents the opinions of school support staff at a particular moment</p> <p>in time within a particular educational context.</p> <p>The results suggest some limitations to the change capabilities of the post ’92</p> <p>institution, but also some areas of good practice. The production of a change</p> <p>framework and the change competencies workbook provides both the institution</p> <p>and its employees, with an opportunity to explore further the prospect of</p> <p>improving their ability to manage change. Both the framework and the</p> <p>competencies require an environment of trust for them to work effectively.</p> <p>The subject headings of identity, perception and communication are utilised in</p> <p>the change framework and the change competencies. The subject headings</p> <p>were chosen in order to assist the researcher to categorise various data</p> <p>covering areas of concern raised by research participants.</p> <p>This thesis suggests that the post ’92 institution has yet to establish a corporate</p> <p>change policy or embed a continuous change culture within its organisation.</p> <p>This thesis concludes that incorporating the following could assist the</p> <p>institution’s management of change:</p> <p> create a culture of change by utilising the change framework and</p> <p>implement a corporate change strategy based on Kotter’s (1996) eight</p> <p>steps for change;</p> <p> create an environment of trust through excellence in two-way</p> <p>communication by promoting Perkins (2008) supportive communication</p> <p>and listening skills;</p> <p> create empowered and change sophisticated people by improving their</p> <p>change competencies using the workbook and regular targeted staff</p> <p>development.</p>