Making Change Last Tool # 3

Teacher

Hearts and Minds Program

Tool # 3: Understanding Your HSE Culture

About Hearts & Minds

The Hearts and Minds toolkit was developed by Shell E&P, based upon 20 years of university research, and is being successfully applied in both Shell and non-Shell companies around the world.
Hearts and Minds uses a range of tools and techniques to help the organization involve all staff in managing HSE as an integral part of their business.
Collectively, these tools and techniques are known as the Hearts and Minds Toolkit.

This state of the art toolkit is available to those outside the Shell Group, thanks to a publishing agreement between the Energy Institute and Shell E&P. The Hearts and Minds Toolkit has tools suitable for managers, team leaders and workforce at all levels, that are designed to work alongside any existing HSE tools your organisation may already use.

Why Making Change Last Course?

Good change programs are well planned, effectively carried out and are sustained after the initial introduction phase. All relevant members of the organisation are made aware of the program and failures are corrected as the process of change continues.
However, not all programs run as well as this. Managers often assume that telling people that there is a problem is enough to produce successful change. They often make plans alone and then tell their workforce to implement them, whether they really want to or not. Then when these programs fail to show positive results, managers and supervisors become frustrated.

When people have a personal interest in the success of a project, its management is easy.
The Hearts and Minds program takes this idea and puts it into practice with a process for ensuring the success of projects and initiatives by winning the hearts and minds of all involved.
Change may range from a major initiative, such as a cultural transformation in the entire organisation, down to the implementation of a new way of working at a specific worksite.
People have to be won over so that they want to achieve the goals. Plans for change should be robust enough to survive setbacks that invariably arise.

The Making change last tool provides a structure for planning change initiatives that creates both awareness and the will to succeed. This approach also helps safeguard against initiative overload – it limits the initiatives that are actually carried out to those that people want and can cope with.