• Calling all change hungry organisations

    Are you looking to create positive and lasting change in your organisation? Do you need the support of sector experts, a cohort of peer leaders all working on change together, tools, resources and professional development? Change Creation 2 is open to arts and cultural organisations across the UK – organisations of different size, scale, art form and location. It’s a two-year programme that is designed to meet the needs of each and every organisation. Hear more about the programme from Programme Director Richard Watts, and if you think that Change Creation is for you, please do get in touch hello@changecreation.org

    Here’s a short video from Richard to tell you more…

  • Applications are now open…

    Change Creation 2 applications are now ‘open’. We’d love to hear from you.

    Have you got a change you’re planning? Maybe you’re looking to connect with new audiences, shift your organisational culture, reimagine your mission, vision and values, generate a new income model, increase your impact in the communities you work with and for, develop new strands of your programme… Do you need support, advice, tools and resources to help you deliver your change? Are you an arts or cultural organisation based in the UK? Change Creation 2 is for you!

    The closing date for applications is Monday 16th September and we’re really keen to talk to you if you’re interested in applying. Lots more information and the application form and  can be found on our FAQs page here.

     

  • Change Creation 2 – this autumn

    Change Creation 2 is coming soon! Starting this autumn we’ll be working with arts and cultural organisations from across the UK – working leaders from organisations large and small and every art form – to deliver Change Creation 2. So whether you’re shifting organisation cultural, re-imagining your organisation’s vision, connecting with new communities, re-shaping your income model, we’d love to hear from you. Build your network, share insights, learn from others and become part of an incredible community of leaders.

  • A more diverse workforce

    Dan Bates, Chief Executive of Sheffield Theatres is one of the leaders on the Change Creation programme. Together with the Ramps on The Moon network, Dan is striving for a step change in the development of a more diverse UK theatre workforce that incorporates D/deaf and disabled individuals. He started off with the question: how do we embed inclusivity and relevance across our organisation, programming and people?

    “We know diversity is essential to our success, so using diversity as a lens, we started with questions about who we are, what we do and how we do things,” says Dan. “Where are we today and where do we want to be?”

    Dan and his team have worked with Change Creation to create a new mission, vision and values, reflected in a new brand. They have made changes to their working practices in areas like recruitment processes (including hiring positive action trainees), improved inductions, daily staff briefings, and inviting staff to observe board meetings. They have also invested time and resources into staff engagement, training and development. This has led a strong and united team who are ambitious for change.

    Dan’s team has also developed a ‘story of change’ specifically focusing on diversity. A story (or theory) of change is a methodology for unpacking the causal relationships between our work and their outputs and ultimate impacts. Creating a story of change enables organisations to understand all the inputs they execute to create an impact, and also helps in the isolation of data and evidence at each step in the chain of effects to get clearer about where refinements might be needed.

    “We’re proud of how far we’ve come. That inspires us to go further.”

     

  • Not managing change, but creating it

    Change management is traditionally seen as a set of tools and approaches for dealing with resistance and overseeing the implementation of new processes or structures. But creating change is much more proactive, dynamic and generative. We see the development of an appetite for change and innovation within an organisation as a creative act – one that enables everyone to bring changes to life. We call this building of the conditions and environment that make change inevitable change leadership, or change creation.

    At the heart of our thinking is the eight elements of change model. This highlights the crucial areas that every leader needs to focus on in order to ensure that changes are delivered, and don’t drift into a cul-de-sac of never-implemented initiatives. The eight elements combine to create clarity, consensus, appetite, ownership, confidence, practicality and momentum. Following the steps enables change to be embedded and benefits to be realised.

    Creating change is often like tending a garden – it takes time and care. But there are practical principles we’ve embedded in everything we do to enable change to flourish.

    Clarity is a crucial, early priority that takes time and attention. Once we are crystal clear about where we are going, how to get there starts to emerge by itself.

    Building an appetite for change really is a fundamental step. Once everyone is change hungry across the organisation, half the work is done.

    Change is done by people, not to people. Building involvement early on develops ownership, momentum and quality.