Continuous Influencers

Continuous influencers are important perspectives to consider and revisit throughout the change process. They include leadership, communication, culture, monitoring and emotions.

Methods and Tools for CONTINUOUS INFLUENCERS stage

The Change Process Form provides a series of questions to explore the current state of the organization, the driving and restraining forces of change, stakeholders potentially affected by the change, a risk/complexity matrix, a change schedule and a communication matrix.

The Practical Resource for Communication outlines effective communication practices to help improve health services and/or change practice based on research results. It includes guidance on how to create a communicate plan, how to consider language, checking work for content and formatting, and considering how best to present information.

The DESC Model for Assertive Communication outlines a communication formula useful for preparing for situations that are conflicting or confrontational.

The Focused Conversation method is a structured set of questions to support individuals and groups through a phased reflection on any issue occurring in their team, department or organization. It enables individuals and groups to process their thoughts in an orderly manner.

The World Café helps create an environment to engage in collaborative dialogue on important and complex issues. This method outlines how to tailor communication to meet individual/team/organization goals.

The RACI Matrix is a delegation tool that can be used by managers and project leads to identify, discuss, agree on and communicate roles and responsibilities for relevant stakeholders.

Methods and Tools for CONTINUOUS INFLUENCERS stage

The Competing Values Culture Assessment (also known as the Organizational Culture Assessment Instrument (OCAI)) assesses six dimensions of organizational culture to identify an organization’s values and the fundamental assumptions under which the organization operates.

The Health and Safety Climate Survey (INPUTS™) assesses organizational culture by measuring employee perceptions of the physical and psychosocial work environment.

The Individual Innovative Behaviour Scale assesses innovative behaviour, performance outcome expectations and perceived organization support for innovation.

The Inner Setting Measures from the Consolidated Framework for Implementation Research (CFIR) assesses measures related to the seven Inner Setting domain constructs, including culture, climate, leadership engagement and available resources.

The Learning Orientation Scale measures an organization’s learning orientation by assessing its commitment to learning, shared vision and open-mindedness.

The Measures of Trust, Trustworthiness and Performance Appraisal Perceptions examine employee trust with top management and its relationship to perceptions of the performance appraisal system.

The Organizational Culture Assessment Questionnaire (OCAQ) assesses an organization’s culture and highlights any culture-based problems that may exist.

Twelve Questions to Measure the Strength of a Workplace assess the key characteristics of strong workplaces.

The What is Your Organization’s Culture? questionnaire can be used by management to assess measures of sociability and solidarity. Balancing these two dimensions is important in an organization as they improve satisfaction, foster creativity and reinstate a shared purpose among employees. The questionnaire consists of 14 items that are ranked on a scale of “low,” “medium,” or “high.”

Methods and Tools for CONTINUOUS INFLUENCERS stage

The Measure of Social Capital at Work assesses social capital in the workplace and indicates whether people feel they are respected, valued and treated as equals at work.

The Organizational Change Uncertainty Scale helps users understand and address different types of uncertainties employees may experience during organizational change, including strategic, structural and job-related uncertainties.

The Outcome and Procedural Fairness Survey assesses perceptions of employees undergoing facility relocation. The survey considers employee voice, justification, procedural fairness, outcome fairness and intention to remain.

The Tool for Analysing Organisational Change Prospectively, in Real Time or Retrospectively considers the wider context of organizational change. It specifically addresses emotional factors during the change process.

The Utrecht Work Engagement Scale (UWES) assesses levels of energy and mental resilience while working, along with sense of significance, inspiration, pride, challenge and concentration in work. These are aligned with three dimensions of work engagement: vigour, dedication and absorption.

Methods and Tools for CONTINUOUS INFLUENCERS stage

The Are We Making Progress as Leaders? questionnaire quickly assesses leaders’ perceptions on the progress of a specific strategy that has been deployed. It allows for comparison/alignment of perceived progress in the leadership of an organization and employee perceived progress.

The CNE/CNO Governance and Leadership Self-Assessment identifies personal areas of strength and potential growth related to competency, confidence and consistency as they relate to governance, leadership and practice behaviours.

The Collaborative Leadership Self-Assessment Questionnaires assess collaborative leadership capacity by looking at the key behaviours related to six practices of effective collaborative leaders: assessing the environment, creating clarity, building trust, sharing power and influence, developing people and self-reflection.

The Healthcare Leader's Change Checklist provides a series of 10 questions to consider when approaching a change initiative to explore potential facilitators and barriers to a change or improvement effort.

The Human Resource Management (HRM) Focus Scale provides a series of questions to assess if managers are in tune with employee needs and perceptions.

The Inner Setting Measures from the Consolidated Framework for Implementation Research (CFIR) assesses measures related to the seven Inner Setting domain constructs, including culture, climate, leadership engagement and available resources.

The Leader-Member Exchange questionnaire explores how leadership styles impact team behaviour and relationships between staff and management. It helps identify strengths and areas for improvement so leaders can consciously make changes to adapt to the needs of different staff members.

Methods and Tools for CONTINUOUS INFLUENCERS stage

Check Sheets help identify and track data on a particular issue or concern in the organization to identify the source of the problem.

The MINT Framework helps organizations develop measurements to assess team innovation capability in their activities and processes. The resource looks at three levels (measurement areas, measurement factors and measurement inspiration) and describes four main steps (innovation elicitation, project selection, ways of working and impact).

Run Charts look at trends and patterns over a specific time period and can help identify problems and test for special causes. They can also be used to monitor, compare and predict data trends.

Work Breakdown Structures (WBS) visually break down projects or initiatives into smaller, more manageable deliverables.