Change Management: A Toolkit
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and take action on it
Communicate, Communicate
Principle: Communicate, Communicate
Get feedback and take action on it: Cases
In their Report 'Change Management in the Inland Revenue ' the
NAO identified that:
“Other good change management practices adopted by
the Department include: A radically different approach to internal
communication of Change Programme activities, encouraging staff to
discuss their opinions and concerns about the Programme and
providing a formal channel for responding to those views
(paragraph 3.50).”
In their Report 'Improving poorly performing schools in England'
the NAO concluded:
“Schools that sustain their recovery are generally
those that seek to address key risks by:
- conducting regular, honest self-evaluation, and
acknowledging and responding to weaknesses: all schools develop
weaknesses from time to time; poorly performing schools often do
not acknowledge and deal with them;”
In their Report 'Achieving innovation in central government
organisations’, the NAO identified that:
“Current innovations processes in central
government organisations are overly ‘top-down’ and dominated by
senior managers. Yet there is a wealth of research to show that
innovation does not flourish easily within strongly hierarchical
or siloed structures. Useful suggestions from front-line staff
need to be positively sought out, backed by clear leadership
interest and supported by excellent internal communications.”
In their report ‘Delivering Efficiently: Strengthening the links
in public service delivery chains’ the NAO concluded:
“Good communications – to partners, front line
staff and to the public – encourage shared ownership and joint
action and help disseminate good practice, including how funding
can be used efficiently… Communication is also often the main way
to get messages to the wider community so that individuals can
change their behaviour to make success more likely.”
Page 3, Para 9
