Aber-Bangor Change Management Toolkit
A project to bring the questions of people and performance together with lean methodologies has been developed by the Aber-Bangor Strategic Alliance with funding from the Innovation and Transformation Fund.
Change in any environment is fraught with difficulty but the current trend toward the use of Lean Thinking has brought significant and demonstrable impact across the public and private sectors.
The careful review and analysis of processes has yielded dividends, not only in terms of improving existing processes, but also offered a tool for developing new operational initiatives and activities.
However, in focusing on Lean are we neglecting key elements in the change management process? Change is, after all, delivered by people and the performance of those people is influenced and impacted by a whole variety of factors.
Many of us, of course, address questions of people and performance alongside process, albeit in parallel activities. Aberystwyth and Bangor Universities applied to the Innovation and Transformation Fund of the Leadership Foundation to explore a methodology which addresses all of these factors in one model.
The “P3” project is exploring a methodology known as Human Performance Technology (HPT) to see whether it can be adapted for application in higher education. The core methodology can be seen as a large and complex model and is built around the themes of People, Process and Performance – hence the project title, P3. As bilingual universities we were also keen to establish a project name that works in Welsh too and this does the job perfectly, Pobl, Proses a Pherfformiad.
In this project, the teams have successfully adopted the key elements of the methodology to bring questions of people and performance in harness with lean methodologies, whilst developing a simplified model scaled to the needs of higher education in the UK.
This simplified model has been piloted and refined through a project in the Library service teams in both Aberystwyth and Bangor Universities. That project has introduced new software, policies and protocols around the development and maintenance of reading lists. Under the Alliance between the two universities, we are able to address the additional dynamic of working across two HEIs, another parameter against which to test the refined methodology.
The evaluation of this methodology by those taking part in this project has identified a strong and positive impact in the use of the methodology and it has caught the attention of others leading change projects in the University and there are clear plans to use it further. A toolkit and will be available through the Aber Bangor Strategic Alliance Website soon (www.aberbangorstrategicalliance.ac.uk/p3)
Publication date: 13 October 2015