Sustainable Continuous Change Practices
Author: Peter Mitchell
Supervisors: Glenys Forsyth Jeremy Taylor
Mitchell, P. (2022). Sustainable Continuous Change Practices (Extract from unpublished document submitted in partial fulfilment of the requirements for the degree of Master of Professional Practice). Otago Polytechnic | Te Pūkenga, New Zealand Institute of Skills and Technology
Actions and recommendations
The introduction of measuring success and visibility, celebrating success and managing difficulty collaboratively, giving the team a voice as they gave input through self-assessment and feedback, and the teams’ well-being was key to the outcome. The Continuous Change Practice Model was the tool that managed the continuous change that improved customer engagement. I found that team members took accountability and ownership of their roles because they used self-assessments. Team members developed insight into their contribution to the company's goals and customer engagement by assessing their actions against the outcomes and desired outcomes in the self-assessments. The gaps were visible to the team, and understanding the gaps fuelled the actions. Self-assessment with feedback from customers and colleagues validated the assessments and performance. Collaboratively, the team re-aligned the processes and revised the plan to complete the pick and pack process, improving customer engagement further.
During this project inquiry, I explored the opportunity to deliver a continuous sustainable change practice model that can be used as a management tool. Informed by the Semi-structured interviews, trials, data, statistics, research, actions and feedback from team members, customers, and management, it was evident that there was a need to change continuously. During the research, I discovered that the project's success relies on the people involved and their well-being. Therefore, well-being became a leading factor in this project output.
Licence
This thesis has been granted exemption from being made publicly available. The above extract is publicly available under a Creative Commons Attribution Non-Commercial No Derivatives licence CC BY-NC-ND 4.0 International.
