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Negative Change Experience

Negative Change Experience. Presented By: Stephen Kraning Leading & Managing Change Bellevue University Professor: Nima Stabet. Overview:.

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Negative Change Experience

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  1. Negative ChangeExperience Presented By: Stephen Kraning Leading & Managing Change Bellevue University Professor: Nima Stabet

  2. Overview: • At Union Pacific Railroad we recently implemented a program called FTX. Which stands for Field Training Exercise. a new change in how we enforce and help each other when we are doing something that is unsafe and or against the rules. • Purpose: The purpose of this was to coach employees to safe behaviors when they are not doing something correct or thanking them when they are doing something safely. • Overview of my experience: My personal experience with the program is negative because I am getting a “ticket” every time I do something wrong. All while when I save the company millions of dollars I get no thank you. • Responsibilities: The responsibilities is in the hands of the managers and the Foreman since they are the only ones that have a ticket book. • Outcome: The outcome has been extremely negative and created a work environment almost hostile.

  3. Forces Driving Change • Technology • Accountability for employees • Injury rate down • Company to have some control in program over TSC (TOTAL SAFETY CULTURE)

  4. Diagnosing and Planning change • How to make tsc more management run • How to get it on the records that we talked to them • Not have it be negative when going on record • Have tickets used to show the foreman coached employees to a safer way of doing things

  5. Implementing Change • Slowly release program in stages • Get the foreman on board • Train all employees what the program is • Show it for their safety and learning as well as the foreman

  6. Shaping and Sustaining Change • Continue to grow we need safety rate low • As we move forward what can we do with the FTX program to keep it alive • Ticket are not just bad behavior anymore but also good ones so that recognize and thank employees for working safe

  7. Adapt and Rejuvenate • Most important step for Us! • Get employee feedback • Can we change it to keep the program alive • Adjust to what the employees don’t like of it being on there record and getting an ftx ticket? • Let employees know when we messed up with program and not used the way we had intended.

  8. Conclusion • UPRR could have succeeded with this program if they kept the TSC program that the employees loved • Just coming in and throwing something out is not in there best interest • Get employee feedback

  9. Cited: • Kaplan, S. (2012). Business model innovation. [electronic resource] : how to stay relevant when the world is changing. Hoboken, N.J. : John Wiley & Sons, Inc., 2012. • Solis, B. (2013). What's the future of business? [electronic resource] : changing the way businesses create experiences. Hoboken, N.J. : John Wiley & Sons, c2013. • Weiss, J. W. (2012). Front Cover. In Organizational Change. San Diego, CA: Bridgepoint Education. Retrieved from Business E-books Online database.  • Harmon, P. (2014). Business Process Change. Amsterdam: Morgan Kaufmann. • Manwani, S. (2008). IT-enabled business change. [electronic resource] : successful management. Swindon, UK : British Computer Society, c2008 (Norwood, Mass. : Books24x7.com [generator]). • Van de Ven, A. H., & Sun, K. (2011). Breakdowns in Implementing Models of Organization Change. Academy Of Management  • Van der Voet, J., Kuipers, B. S., & Groeneveld, S. (2016). Implementing Change in Public Organizations: The relationship between leadership and affective commitment to change in a public sector context. Public Management  • Clark, B. R. (2004). Sustaining Change in Universities: Continuities in Case Studies and Concepts. Maidenhead, England: McGraw-Hill Education. • Rowland, D., & Higgs, M. (2008). Sustaining Change: Leadership That Works. Chichester, England: Jossey-Bass.

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