Indoor Air Cartoon Journal

Indoor Air Cartoon Journal, July 2023, Volume 6, #144

[Cite as: Fadeyi MO (2023). Change management: An essential requirement for ensuring reliable delivery of healthy indoor air. Indoor Air Cartoon Journal, July 2023, Volume 6, #144.]

Fictional Case Story (Audio – available online) – Part 1

Fictional Case Story (Audio – available online) – Part 2

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Many years ago, an indoor air quality management services provider, Clean Air Solution Private Limited, experienced a significant decline in their profit margins and a decline in clients’ loyalty. This happened because of the low value the company delivered to itself and its clients. The low-value delivery was due to the company’s IAQ management services processes being plagued with many avenues for waste occurrence. A search for a technical director who could help lead the effort to manage the inevitable change required led the CleanAir Solution to a woman coping with life challenges. The woman’s journey and the impact of the experience she gained from her life struggle on CleanAir Solution is the subject of this short fiction story.

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Mary Fox was 57 years old when she lost her husband, Carl, of 32 blissful marriage years due to an armed robbery attack in her house. The death of her husband caused her unbearable and unimaginable heartbreak. Mary was unsure how to move on with her life without her childhood sweetheart of over 40 years.

As days turned into weeks, Mary found it very difficult to manage her emotions. She found it very difficult to accept the drastic change in her life. She withdrew from the world, trying to hang on to her memories of her late husband. Mary resigned from her work as the Director of the Environmental Health Department at a government-owned agency called the Federal Environmental Authority. Before resigning, Mary had 22 years of experience with the Federal Environmental Authority. She joined the Federal Environmental Authority immediately after her graduate study. Mary had BSc and MSc degrees in Environmental Health.

John, the only child of Mary and Carl, tried his best for her mother to cope with the new change caused by the death of his father. Mary resisted every support her son tried to offer. However, John did not relent. Mary eventually agreed to see a therapist reluctantly. John drove her mother to and from to see a therapist two times a month. Mary did not see the need to see a therapist initially. She thought the therapist sessions were a waste of her time. However, something caught Mary’s interest in the therapist sessions as time passed.

Mary was interested in the change management subject the therapist introduced during her 8th therapy session. After several therapy sessions, the therapist realised the root cause of Mary’s inability to move on with her life even 3 years after her husband’s death was due to her inability to manage the drastic change to her life after being accustomed to being with her husband and do things together with him for several years. Mary became very responsive to the therapist, and the therapist capitalised on that to help her.

The therapist said the primary purpose of change management is to aid the effective implementation of actions required for the healing process. Healing is needed to have the capability to effectively cope with the change needed. The key aspects the therapist focused on when discussing change management with Mary were (i) Acceptance and understanding, (ii) Seeking professional help, (iii) Setting clear goals, (iv) Embracing change, (v) Continuous improvement, (vi) Building a supportive environment, (vii) Leveraging strengths, (viii) Strategic decision-making, (ix) Celebrating progress, and (x) Resilience and overcoming challenges. In addition to discussing the key issues, the therapist guided Mary on how to effectively achieve them.

When addressing the acceptance and understanding aspect, the therapist emphasised the importance of acknowledging her current situation and accepting the reality of her emotions. The therapist said her acceptance of her condition is the first step towards her understanding that she needs help and support to improve her mental well-being. When addressing the seeking professional help aspect, the therapist emphasised the importance of seeking help and expertise when facing challenges. The therapist said it is paramount for her to seek help and accept help from mental health professionals, therapists, or support groups to guide her through her healing journey.

When addressing the setting clear goals aspect, the therapist emphasised that setting clear and achievable goals is crucial. The therapist told Mary that she needs to establish small, realistic objectives to give herself a sense of purpose and accomplishment and gradually help to rebuild her self-esteem. When addressing the embracing change aspect, the therapist emphasised that accepting appropriate change provides an opportunity for growth and transformation. The therapist told her that embracing change may mean adopting new coping mechanisms, lifestyle adjustments, or therapeutic practices to improve her mental health.

When addressing the continuous improvement aspect, the therapist encouraged Mary to embark on continuous learning and improvement. The therapist said she would benefit from understanding that her healing journey might involve ups and downs and that every step toward improvement is valuable. When addressing the building of a supportive environment aspect, the therapist emphasised that fostering a supportive environment is vital for the success of her healing process. The therapist told her that she needs a network of empathetic friends, family, or support groups that can be a source of comfort and understanding during the challenging times she is experiencing.

When addressing the leveraging strengths aspect, the therapist emphasised that Mary should recognise and leverage her strengths. The therapist said she could benefit from identifying and utilising her unique qualities to build resilience and cope with her condition. When addressing the strategic decision-making aspect, the therapist emphasised that Mary should avoid making impulsive decisions and strive towards making thoughtful decisions. The therapist said every informed choice she makes about her treatment plans or life changes could positively impact her healing process.

When addressing the celebrating progress aspect, the therapist said celebrating achievements, no matter how small, is encouraged. The therapist told her that her ability to recognise her progress and acknowledge the efforts she had invested could boost her motivation and self-esteem. When addressing the resilience and overcoming challenges aspect, the therapist emphasised the importance of developing resilience and problem-solving skills. The therapist said she could develop resilience by learning to cope with setbacks and finding solutions to challenges that arise on her healing journey.

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The change management concept resonated so well with Mary that she decided to learn more about change management. She registered for an applied learning-oriented CET (continuing education and training) course on leadership and change management in one of the local universities in her country. It was at this CET course that she gained experience, i.e., knowledge, understanding, and skills on how to manage change to achieve an organisation’s business transformation for enhanced value delivery. She decided to look for a job where she could apply her experience. At this time, she had also used the change management training provided to her by her therapist to heal herself to a greater extent.

Coincidentally, there was a company, ClearAir Solution Private Limited, looking for a new Technical Director for their IAQ management services operations. Mary applied and got the job. Her work experience as a Director at the country’s Federal Environmental Authority and change management training worked to her advantage. The company was looking for someone to help improve its IAQ management services. They were particularly impressed with Mary’s idea of improving the culture of the company’s IAQ management services. Below is an extract from Mary’s application documents of how she intends to achieve the improvement. The extract below was based on the concept she learnt from the therapist about change management.

“I will assess to acknowledge the current state of IAQ management services the company provides and accept any existing issues or challenges. I will ensure everyone in my team and the organisation understands when and where improvements are necessary to ensure healthy indoor air for the company’s clients. I will work with my team to create a culture of engaging the right IAQ talents to comprehensively assess and solve IAQ problems to benefit the company and its clients. I will work with my team to define specific and achievable goals for enhancing the company’s IAQ management services for enhanced value delivery for the company and its clients.

I will work with my team to create a culture of encouraging openness to adopt new technologies, methodologies, or best practices in IAQ management. I will work with my team to create a culture of recognising IAQ management is an ongoing process that requires continuous learning from data, feedback, and experiences to make iterative improvements in IAQ conditions. I will work with my team to foster a culture of collaboration and cooperation among all stakeholders involved in the IAQ management.

I will work with my team to create an atmosphere where communication is encouraged and support is provided to address IAQ challenges. I will identify the strengths of my IAQ management team, the technology used, and the resources available. I will utilise these strengths to optimise IAQ strategies to increase the chances of achieving better outcomes. I will work with my team to create a culture of making informed decisions based on data and analysis to implement IAQ solutions that align with the goals and objectives for IAQ management service delivery.

I will work with my team to create a culture of acknowledging and celebrating the improvements achieved in the company’s IAQ management services. I will ensure the team’s effort and its positive impact on the clients are recognised. I will work with my team to create a culture of being prepared to address unforeseen challenges and setbacks in IAQ management. I will ensure we develop strategies to overcome obstacles and maintain a resilient approach to ensure sustained improvements in the company’s IAQ management services.”

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Upon resuming her role as a Technical Director of IAQ management Services at CleanAir Solutions Private Limited, Mary’s first task was to evaluate the company’s IAQ management services performance, identify areas of improvement, and ensure that their value delivery was aligned with their clients’ expectations. Mary commissioned an operational auditing company to examine and evaluate the efficiency, effectiveness, and compliance of various work processes within CleanAir Solution.

Mary tasked the auditing company to assess how well the IAQ management processes of her company were functioning and whether they were achieving their intended objectives or to what extent they were being met. Armed with their checklists and analysis tools, the auditors dove into the CleanAir Solution’s records, processes, process documentation, and procedures. They also assessed the CleanAir Solution’s adherence to standard operating procedures, resource utilisation, risk management, and overall process effectiveness.

As the auditors delved deeper into the CleanAir Solution’s records and practice, they stumbled upon a startling revelation. It became apparent that there were instances where the IAQ management delivered services by CleanAirSolutions fell short of expectations, resulting in low-value delivery. This was an alarming discovery, as the company prided itself on its commitment to excellence.

Specifically, it was observed that resources invested into the plan that informed CleanAir Solution’s indoor air management activities were unnecessarily consumed more than their set targets. This happened despite the delivered usefulness levels of the indoor air management plan being lower than the set targets. Sometimes, resources were unnecessarily invested in meeting the set usefulness targets. The auditing team provided links to articles that provided information about the determinants they used in calculating the usefulness delivered and invested resources. Click on Link 1 and Link 2 to learn more about these determinants after you have finished reading this story.

The auditors also reported in their report that, in some cases, invested resources were intentionally lowered in an uninformed manner because it was feared that the profits of the organisation would be significantly reduced. The low-invested resources led to the usefulness not being delivered to the clients as required.

The auditors noted in their report that the observed low-value delivery to CleanAir Solution and its clients is a symptom indicating there is a problem with the plan (solution or system) informing the company’s IAQ management services. To let CleanAir Solutions appreciate and understand what they meant by a problem in the right context, the auditors defined a problem. They defined a problem as a gap between the current performance or functions and the required or expected performance or functions due to a system or solution’s current features or characteristics being lower than expected or required.

The auditors noted that the IAQ management plan of CleanAir Solution had avenues for waste occurrence. The avenue for waste occurrence led to the observed symptoms, i.e., low-value delivery. An ideal expectation would be for the avenue for waste not to be in the designed plan for the CleanAir Solution IAQ management services. The avenues for waste include defect, overproduction, waiting, non-utilised talent, transportation, inventory, motion, and extra processing.

For context, waste occurs when resources invested are higher than the appropriate set target and/or usefulness delivered lower than the appropriate set target, leading to the ratio of usefulness delivered to invested resources heading in the direction of zero or invested resources greater than usefulness delivered. See links 1 and 2 provided earlier for more details. The auditors went on to elaborate on the avenues for waste occurrence.

Defect waste avenue occurred when errors or mistakes occurred in the process of delivering IAQ products and services. For example, there were many instances where ventilation systems were not properly put back or maintained, leading to compromised air quality and compromised perceived air quality, discomfort, and health problem complaints. Several callbacks and reworks were required to correct the poor quality of work done or non-compliant products or services. The high frequency of callbacks ate into the resources of the CleanAir Solution unnecessarily, leading to a waste occurrence.

Errors and mistakes in products and services delivered mean resources, e.g., money, time, and energy, were invested at the first instance with no usefulness delivered. There were instances where several attempts were made to rectify errors and mistakes, and the results were failure to achieve the correction. Sometimes, the extent of the errors and mistakes made was magnified, leading to several dollars being spent unnecessarily. For every failed attempt, the risk of health problems increased due to increased exposure to harmful indoor air pollutants.

Overproduction waste avenue occurred when CleanAir Solution provided their IAQ management services than demanded by their clients, many times due to lack of technology to provide real time information on the need. For example, due to an internal miscommunication or forecasting error, CleanAir Solution staff members overestimated the demand for their services. They decided to proactively provide IAQ testing and remediation to all their clients, regardless of whether they have immediate IAQ concerns or not. As a result, the company performed IAQ testing and remediation in numerous locations without immediate need or demand. While such measures might seem like more income for the company, it came at the expense of the clients.

The overproduction led to unnecessary expenses in labour, equipment, time, and other resources invested by CleanAir Solution without generating corresponding value for the clients. Additionally, disruptions were caused to clients’ operations or inconvenienced them with unnecessary IAQ services. Over time, the reputation of the CleanAir Solution was affected. Many of the CleanAir Solution clients did not renew their contract because of low value delivery to them.

Waiting waste avenue occurred several times due to delays in the workflow of how CleanAir Solution provided IAQ management services to their clients. For example, there were several instances where there were delays in scheduling or performing indoor air quality assessments, inspections, and maintenance activities. The idle time or delay added no value to the process of providing IAQ management services to clients.

One of the consequences of the delay was prolonged exposure to poor IAQ and health problems or increased potential risk of health problems occurring to indoor occupants. There were situations where some clients decided not to request the services of CleanAir Solution anymore because of several delays in delivering IAQ management services. This means the company’s reputation and income were compromised.

Non-utilised talent waste avenue occurred several times because it was a common practice for the company not utilised employees with the right experience, i.e., knowledge, understanding, and skills to deliver IAQ products and services to clients. For example, there were several instances where some employees with the needed experience were not actively engaged in problem-solving, innovation, or continuous improvement efforts. The non-usage of talents required resulted in CleanAir Solution missing out on valuable insights and ideas that could have enhanced the usefulness level of IAQ management services delivered to their clients.

Transportation waste avenue occurred several times because of the deficiency in the designed processes CleanAir Solution used in providing their IAQ management services to their clients. The poorly designed process led to unnecessary movement or transportation of goods or information. For example, materials or equipment used in the delivery of the IAQ management services were frequently moved between different locations or departments without a clear purpose. Increased time and effort and damage to equipment occurred, leading to low-value delivery.

Inventory waste avenue occurred when the CleanAir Solution engaged in the excessive stocking of items that were not immediately needed or did not add value to the IAQ management services delivery process. For example, Due to poor inventory management practices, CleanAir Solution would order and stock a significantly higher quantity of items such as IAQ equipment, air filters, ventilation system components, and cleaning supplies than necessary to meet their immediate service demands.

As a result, the warehouse was filled with excessive inventory that was not immediately needed for ongoing projects or service requests. These items occupied valuable storage space, tying up financial resources, and led to additional costs associated with managing and maintaining the inventory. Moreover, some stocked items became outdated, expired, or lost effectiveness over time, further contributing to inventory waste.

Motion waste avenue occurred several times because of the deficiency in the designed processes CleanAir Solution adopted in providing their IAQ management services to the clients. The poorly designed processes led to unnecessary movement or motion of people within the process in a way that did not add value to CleanAir Solution and the clients. For example, during the data collection phase, technicians physically visited various building areas to measure air quality parameters, inspect ventilation systems, and record observations.

With poorly designed processes, technicians make unnecessary back-and-forth trips within the building, wasting time and effort. Many movements did not add value to CleanAir Solution or the clients. This happened because the processes lacked clear guidelines on the most efficient route to follow and failed to provide technicians with a detailed plan or checklist to streamline their activities. As a result, technicians spent additional time navigating the building, retracing their steps, or revisiting areas unnecessarily.

Extra processing waste avenue occurred when more work was performed or used more resources than necessary to achieve the desired outcome. For example, the staff of CleanAir Solution tended to conduct multiple redundant tests on the same air samples collected at measurement sites. This usually involved running additional tests for air pollutants that had already been confirmed to be within acceptable levels. The extra processing consumes time, money, and laboratory equipment without adding value to the final report or the client’s understanding of the IAQ condition.

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Mary reflected on the auditors’ report and her understanding based on her personal investigation of the processes in CleanAir Solution. She reasoned that the highlighted avenues for waste occurrence in the IAQ management services processes could be traced to how specific IAQ management services provided by the company were carried out. Although the auditors provided examples of the avenues for the waste occurrence to be addressed, Mary believed it was necessary to specifically address poor practices associated with how the IAQ management services the company provided was carried out. Judging from her experience and training, Mary knew the required changes needed would need to be well-managed to bring about the expected improvement.

Instead of securing the services of a change management consultant, Mary decided to put her change management training, coupled with her wealth of experience in environmental health, into practice. Mary believed that alignment of her understanding and that of her team of what the IAQ management services of CleanAir Solution entail and the problems with how the IAQ management services were carried out would lay a good premise for what the required changes and their management should focus on.

The main IAQ management services provided by CleanAir Solution include IAQ measurement and IAQ optimisation. These two broad IAQ management services provided by CleanAir Solution were plagued with problems that necessitated a change. Mary addressed the whole members of the company in a town hall meeting about the concept of change management needed to manage the inevitable changes. Below is an extract from what Mary said in the town hall meeting.

“People resist change. Process and purpose do not. Why do people resist change even when it is evident that value delivery is being compromised? The reasons are fundamentally related to comfort, convenience, and awareness. People resist change when they think their comfort and convenience will be compromised, their current experience (knowledge, understanding, or skills) will be challenged, or their lack of awareness will be exposed in a way they do not want. Thus, questions on how to manage a change should be asked through the lens of people’s need for comfort, convenience, and awareness. It is important to manage a change to effectively rescue the declining value delivery or prevent unfavourable value delivery in the future.

A change that is not effectively managed will not only fail to increase value delivery, but it can also worsen the situation and increase the rate at which value delivery declines. The scope for exploring the causes of the perceived discomfort, inconvenience, and challenges to the awareness level to be brought by the recommended change should be done in the context of the factors contributing to value delivery. The factors are Manpower, Method (work and communication processes, how purposes are defined, and how problems are defined and solved), Machine (tools, technologies, etc.), Materials (raw materials, components, inputs used, etc.), Measurement (metrics, data, indicators, etc.), and Environment (physical, organisational, and cultural factors).

The impacts the change made or to be made, and the reasons for the impacts, to these six factors, had on physical or emotional unease felt by people involved, i.e., discomfort, the hindrances to carrying out their tasks, i.e., inconvenience, and challenges to their level of knowledge, understanding, and skills, i.e., the awareness level of people involved should be explored, defined, and mitigated or reduced.

Failure to manage the change effectively will increase the risk of avenues for waste occurrence being introduced in the process, thereby limiting the extent of value delivery to stakeholders in the process, and humans will be at the root of the low-value delivery. The avenues for waste mean potential areas or situations that cause the usefulness delivered by a solution to be lower than the resources invested in creating the solution.

Without an effective change management strategy, the supposed improvement to how IAQ measurement and IAQ optimisation are done can worsen healthy indoor air delivery. I believe you know that our IAQ optimisation services include ventilation management, filtration & air cleaning, control of indoor air pollutants sources, regular maintenance & inspections, education & awareness, monitoring & data analytics, and compliance with regulations & standards.

The assumption here, of course, is that the change is necessary, & the change suggestions are valid and well-informed. Thus, problem & purpose definition and problem-solving skills are essential to knowing the change needed. A culture of providing a solution to a problem instead of solving it will create a poor premise for change management.”

After the town hall meeting, Mary led her change management team based on the guidance she provided during the town hall meeting. Mary and her team faced many challenges along the way, but they persevered. The following were Mary and her team’s specific change management efforts in managing the changes required for reducing problems with the company’s IAQ management services – IAQ measurement and IAQ optimisation. The change management efforts were anchored around manpower, method, machine, materials, measurement, and environment.

The highlighted problems with the IAQ measurement were inadequate monitoring, outdated or inaccurate measurement tools, insufficient sampling locations, lack of standardise measurement protocols, limited data analysis and reporting, limited stakeholder engagement, and ineffective communication of measurement results.

The following were the benefits of the change management effort Mary and her team used with the aim of eradicating inadequate monitoring, the first problem with the company’s IAQ measurement practice. In the context of manpower, the change management effort ensured that staff members were provided with proper training and support to effectively carry out IAQ monitoring.

As a result, staff members’ need for comfort and convenience was addressed by equipping them with the necessary knowledge and skills to perform their tasks confidently. In the context of the method, the change management effort established clear guidelines and procedures that simplify processes for IAQ monitoring, making it convenient for staff members to follow. The staff members also had a clear understanding of their roles and responsibilities.

In the context of the machine, the change management ensured that the selected monitoring systems were user-friendly, requiring minimal effort to operate and provide accurate results. This move addressed the staff members’ need for convenience by minimising the complexity and time required to conduct IAQ monitoring. In the context of the materials, the change management ensured that the necessary materials and supplies for IAQ monitoring were easily accessible to staff members, allowing them to perform their duties efficiently and without unnecessary inconvenience.

In the context of the measurement, the change management effort ensured a clear definition of key metrics and indicators that were easy to understand and relevant to staff members. The change management measure taken led to an increase in the staff members’ awareness of the importance of the measurements they were conducting and how they could contribute to maintaining healthy indoor air. In the context of the environment, change management fostered a supportive and collaborative environment where staff members felt comfortable asking questions, seeking guidance, and sharing their experiences related to IAQ monitoring. The change management promoted a culture of learning and awareness.

The following were the benefits of the change management to eradicate the practice of using outdated or inaccurate measurement tools, the second problem with the company’s IAQ measurement practice. In the context of manpower, the change management effort ensured that staff members were trained and supported to use new and better measurement tools, addressing their need for comfort by ensuring they were equipped with the knowledge and skills to operate the tools effectively. In the context of the method, the change management effort ensured work processes and SOPs (standard operating procedures) were updated to incorporate the use of new measurement tools, simplified the procedures, and ensured that staff members were comfortable with the changes in their methods.

In the context of the machine, the change management aided the selection of measurement tools that were user-friendly, efficient, and accurate, addressing staff members’ need for convenience by providing them with tools that were easy to handle and producing reliable results. In the context of the materials, the change management ensured that the necessary materials and supplies for using the new measurement tools were readily available, reducing any inconvenience and allowing staff members to carry out their tasks smoothly.

In the context of the measurement, change management ensured the benefits of using the new tools, including improved accuracy and efficiency, was clearly communicated, raising staff members’ awareness of the value and importance of these tools in ensuring healthy indoor air. In the context of the environment, change management created an environment where staff members felt comfortable adapting to and embracing new measurement tools. This includes providing support, addressing concerns, and recognising the efforts made by staff members in adopting the new measurement tools.

The following were the benefits of the change management to eradicate the practice of insufficient sampling locations, the third problem with the company’s IAQ measurement practice. In the context of manpower, the change management effort ensured stakeholders, including clients and staff members, were engaged in the decision-making process to identify additional sampling locations. The new practice ensured that their comfort and convenience were considered, as they provided input on the best locations that minimise disruption to their daily activities. In the context of the method, the change management effort ensured work processes and SOPs were updated to incorporate the collection of data from additional sampling locations, and staff members were aware of the purpose and process of sampling at these locations.

In the context of the machine, the change management effort led to the procurement and installation of monitoring equipment in the identified sampling locations, ensuring that the machines deployed were non-intrusive, reliable, and did not cause discomfort or inconvenience to staff members of CleanAir Solution. In the context of materials, the change management effort ensured that the necessary materials and supplies for sampling at additional locations were readily available, allowing staff members to carry out their tasks conveniently.

In the context of measurement, the change management effort led to the development of a process that aided effective communication of the importance of collecting data from additional sampling locations to provide a comprehensive understanding of IAQ. As a result, the awareness of staff members regarding the significance of thorough measurements and their contribution to maintaining healthy indoor air increased. In the context of the environment, the change management effort fostered an environment where occupants and staff members understood the need for additional sampling locations and the value it brings to ensuring their comfort and well-being. There were also clear communication channels to address any concerns or resistance.

The following were the benefits of the change management done to eradicate the practice of lack of standardised measurement protocols, the fourth problem with the company’s IAQ measurement practice. In the context of manpower, the change management effort led to the development of standardised measurement protocols, which allowed staff members to provide input based on their expertise and to ensure their comfort and convenience in following the protocols. In the context of the method, the change management effort led to establishing clear guidelines and procedures for standardised measurement protocols, simplifying the process, and ensuring staff members understand the purpose and benefits of following the established protocols.

In the context of the machine, the change management effort led to the alignment of measurement equipment and tools with the standardised protocols, ensuring compatibility and ease of use for staff members. The alignment addressed the staff’s need for convenience by streamlining the data collection and analysis process. In the context of materials, the change management effort led to the provision of the necessary resources, such as guidelines, templates, or reference materials, to support staff members in implementing standardised measurement protocols. Such a provision provided staff members with understanding and convenience in following the established procedures.

In the context of measurement, the change management effort led to the development of avenues for communicating the benefits of standardised protocols, such as consistent data interpretation and comparability, raising staff members’ awareness of the value and importance of following the protocols for accurate and reliable measurement. In the context of the environment, the change management effort created an environment where staff members understood the significance of adhering to standardised protocols and felt comfortable and supported in doing so. This included the provision of training, addressing any concerns, and promoting a culture of compliance and continuous improvement.

The following were the benefits of the change management done to eradicate the practice of limited data analysis and reporting, the fifth problem with the company’s IAQ measurement practice. In the context of manpower, the change management effort provided training and resources to staff members to enhance their data analysis and reporting skills, ensuring their comfort and confidence in performing these tasks effectively. In the context of the method, the change management effort ensured work processes and SOPs incorporated data analysis and reporting requirements and clarified the steps, responsibilities, and timelines for these activities. As a result, staff members had a clear understanding of their roles and expectations.

In the context of machines, the change management effort led to the provision of tools and software that simplify data analysis and reporting processes, addressing staff members’ need for convenience by reducing manual efforts and streamlining their tasks. In the context of materials, the change management effort ensured that staff members had access to the necessary materials and resources, such as data storage systems, templates, and guidelines, to support their data analysis and reporting activities conveniently.

In the context of measurement, the change management effort defined key performance indicators (KPIs) and metrics that were easily understood by staff members and raised their awareness of the significance of the data they were analysing and reporting. In the context of the environment, the change management effort fostered a culture that values data-driven decision-making, promoting staff members’ awareness about the importance of accurate analysis and reporting in supporting IAQ management services. This included providing support, guidance, and recognition to staff members who excel in these areas and the creation of a conducive environment for learning and improvement.

The following were the benefits of the change management to eradicate the practice of limited stakeholders’ engagement, the sixth problem with the company’s IAQ measurement practice. In the context of manpower, the change management effort ensured stakeholders were engaged in a way that accommodated their comfort and convenience. This included flexible communication methods, such as online forums or virtual meetings, that allow stakeholders to participate conveniently and contribute their perspectives. In the context of the method, the change management effort established clear communication channels and processes that facilitated stakeholder engagement, ensuring that they were aware of the purpose, expectations, and benefits of their involvement in IAQ measurement practices.

In the context of the machine, the change management effort ensured technology tools, such as collaboration platforms or feedback systems, that provide convenience and ease of use for stakeholders were leveraged to engage and share their input effectively. In the context of materials, the change management effort ensured the provision of informational materials, such as brochures or educational resources, were easily accessible and available in multiple formats, ensuring stakeholders could access relevant information conveniently.

In the context of the measurement, the change management effort established mechanisms for collecting and analysing stakeholders’ feedback, such as surveys or focus groups, and allowed stakeholders to provide input conveniently and feel that their perspectives are valued. In the context of the environment, the change management effort fostered an inclusive and supportive environment where stakeholders feel comfortable and encouraged to engage in IAQ measurement efforts. This included creating opportunities for open dialogue, addressing concerns and feedback, and recognising the contributions made by stakeholders in the decision-making process.

The following were the benefits of the change management to eradicate the practice of ineffective communication of measurement results, the seventh problem with the company’s IAQ measurement practice. In the context of manpower, the change management effort led to the training and development of communication skills of staff members responsible for disseminating IAQ measurement results, ensuring they can effectively convey the information in a clear and understandable manner.

This addressed their need for comfort by equipping them with the necessary skills to communicate effectively. In the context of the method, the change management effort ensured the establishment of communication protocols and guidelines for sharing measurement results, defining the target audience, appropriate channels, and frequency of communication. This ensured that staff members were aware of the purpose and methods of communicating the results.

In the context of the machine, the change management effort ensured technology platforms, such as email newsletters, intranet portals, or digital signage, were leveraged to facilitate the dissemination of IAQ measurement results in a convenient and accessible way. This addressed staff members’ need for convenience by providing them with user-friendly tools to communicate effectively. In the context of materials, the change management effort led to the creation of visually appealing and informative reports or infographics that summarise IAQ measurement results, making them visually engaging and easily comprehensible for different stakeholders. This ensured that staff members could effectively communicate the results to others, especially the clients, in a convenient manner.

In the context of the measurement, the change management effort established clear metrics, data collection methods, and reporting formats that align with staff members’ awareness needs. This ensured that the communicated results were relevant and meaningful and could effectively raise awareness among stakeholders. In the context of the environment, the change management effort fostered a culture of transparency and open communication, where staff members feel comfortable and encouraged to share IAQ measurement results. This included providing support, guidance, and recognition to staff members who effectively communicated the results and created awareness among stakeholders.

The highlighted problems with the IAQ optimisation practice of CleanAir Solution were resistance to ventilation management, inadequate filtration and air cleaning, insufficient control of indoor air pollutants, lack of regular maintenance and inspection, limited IAQ education and awareness, inadequate IAQ monitoring and data analytics, and challenges in complying with IAQ regulations and standards.

The following were the benefits of the change management to eradicate inadequate ventilation management, the first problem with the company’s IAQ optimisation practice. In the context of manpower, the change management effort led to the provision of training of staff about the importance of proper ventilation management for occupant comfort and health. It ensured they understood the benefits of improved ventilation practices and their role in implementing them. In the context of the method, the change management effort established clear work processes and communication channels to define the purpose of ventilation management, address problems, and solve them effectively. It involved engaging staff in problem-solving methods that considered occupant comfort and convenience while optimising ventilation strategies.

In the context of the machine, the change management effort ensured the evaluation and selection of appropriate ventilation equipment and technologies that prioritise occupant comfort. It ensured that the machines and tools used for ventilation were efficient, reliable, and easy to operate to enhance the overall indoor environmental quality. In the context of materials, the change management effort ensured the availability of high-quality materials necessary for ventilation management. Examples of materials of interest were filters, ductwork, and control systems. It ensured materials that improve air quality, minimise noise, and enhance occupant comfort was selected.

In the context of the measurement, the change management effort established measurement metrics and data collection methods to assess the performance of ventilation systems. It involved providing staff with tools and training to monitor and analyse ventilation data, enabling evidence-based decision-making that balances IAQ and occupant comfort. In the context of the environment, the change management effort fostered an environment that promotes effective ventilation management. It ensured the creation of a culture that values occupant comfort and health, encouraging collaboration among stakeholders and providing resources and support for the implementation of improved ventilation strategies.

The following were the benefits of the change management to eradicate inadequate filtration and air cleaning, the second problem with the company’s IAQ optimisation practice. In the context of manpower, the change management effort led to the provision of training and education of staff on the importance of filtration and air cleaning for IAQ.

It ensured they understood the link between the high-efficiency filter/air cleaners and clean air delivery rate and occupants’ comfort and well-being. In the context of the method, the change management effort established clear work processes for evaluating and selecting effective filtration and air cleaning technologies. The improvement effort involved defining problem-solving methods that addressed specific IAQ challenges and provided healthy indoor air for occupants.

In the context of the machine, the change management effort ensured that advanced filtration and air cleaning systems that are efficient, effective, maintenance and operation-friendly, provide value for investment, and user-friendly were selected and implemented. In the context of materials, the change management effort ensured the availability of high-quality filter and air cleaner materials necessary for effective clean air delivery.

In the context of the measurement, the change management effort established measurement systems to assess the performance of filtration and air cleaning systems. It involved collecting data on IAQ indicators, such as particulate matter levels, and using the information to make data-driven decisions to facilitate clean air delivery. In the context of the environment, the change management effort fostered an environment that encouraged staff to prioritise IAQ and understand its connection to comfort and well-being. It ensured the promotion of a culture of awareness, where individuals were educated about the benefits of advanced filtration and air cleaning technologies and motivated to support their implementation.

The following were the benefits of the change management to eradicate the insufficient control of indoor air pollutants, the third problem with the company’s IAQ optimisation practice. In the context of manpower, the change management effort led to the training of staff on the risks associated with indoor air pollutants and the importance of effective control measures to the risk involved in being exposed to indoor air pollutants. In the context of the method, the change management effort established work processes that emphasised source control, proper ventilation, and targeted pollutant removal techniques. It involved defining problem-solving methods that prioritised occupant comfort while effectively reducing indoor air pollutants.

In the context of the machine, the change management effort ensured appropriate equipment and technologies to control indoor air pollutants were evaluated and selected. It considered factors such as ease of use, effectiveness, and minimising disruptions to clients and staff members during implementation. In the context of materials, the change management effort ensured the availability of suitable materials necessary to control indoor air pollutants effectively. It involved selecting low-emission building materials, properly storing and handling chemicals, and promoting eco-friendly products to enhance healthy indoor air.

In the context of the measurement, the change management effort established measurement systems to monitor indoor air pollutants and their levels. It involved providing staff with the tools and training to collect and analyse data, enabling timely action to maintain healthy indoor air. In the context of the environment, the change management effort fostered an environment that supports the implementation of control measures for indoor air pollutants. It involved creating a culture among staff members that prioritised occupants’ health and well-being, aligning CleanAir Solution values with comfort and awareness, and encouraging collaboration to ensure healthy indoor air.

The following were the benefits of the change management to eradicate the lack of regular maintenance and inspection, the fourth problem with the company’s IAQ optimisation practice. In the context of manpower, the change management effort led to the provision of training for staff responsible for maintenance and inspection tasks, ensuring their understanding of the importance of regular upkeep for both IAQ and occupant comfort. In the context of the method, the change management effort established work processes that prioritised regular maintenance and inspection, defining clear responsibilities and procedures to ensure the continuity of comfort and well-being.

In the context of the machine, the change management effort ensured equipment and technologies that were easy to maintain and operate were selected and used while minimising disruptions to staff members and clients during maintenance activities. In the context of materials, the change management effort ensured the availability of appropriate materials necessary for maintenance and inspection tasks. It involved providing staff with necessary resources, such as filters, air cleaners, cleaning agents, and tools, to ensure efficient and effective maintenance.

In the context of the measurement, the change management effort established measurement systems to track and document maintenance activities, ensuring that they were carried out as scheduled. It involved using data and metrics to assess equipment performance, energy consumption, and IAQ improvements, all while considering occupant comfort. In the context of the environment, the change management effort fostered an environment that prioritised regular maintenance and inspection to ensure occupants’ comfort and health. It involved establishing a culture that values proactive maintenance, providing support and resources to maintenance staff, and recognising their efforts to maintain healthy indoor air.

The following were the benefits of the change management to eradicate the challenges in complying with IAQ regulations and standards, the fifth problem with the company’s IAQ optimisation practice. In the context of manpower, the change management effort led to the training of staff on IAQ regulations and standards, ensuring their understanding of the requirements and their role in compliance efforts. It ensured that they had the necessary knowledge and skills to implement the necessary changes. In the context of the method, the change management effort established work processes that align with IAQ regulations and standards, defining clear steps and protocols for compliance. It involved providing guidance and support to staff in understanding and implementing the necessary changes while considering healthy indoor air for occupant comfort.

In the context of the machine, the change management effort ensured that equipment and technologies that meet the requirements of IAQ regulations and standards were selected and implemented. The effort involved evaluating and procuring machines and tools that comply with relevant guidelines while considering their impact on occupant comfort. In the context of materials, the change management effort ensured the availability of materials and components that comply with IAQ regulations and standards. It involved the selection and usage of environmentally friendly materials, low-emission products, and sustainable alternatives that enhance IAQ and occupant comfort.

In the context of the measurement, the change management effort established measurement systems to monitor and track compliance with IAQ regulations and standards. It involved developing metrics and indicators that assess adherence to requirements and using data to identify areas for improvement while balancing occupants’ comfort. In the context of the environment, the change management effort fostered an environment that values and prioritised compliance with IAQ regulations and standards. It involved creating a culture of accountability, providing resources and support for compliance efforts, and establishing processes to ensure ongoing alignment with changing regulations and standards.

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As the months passed, Mary’s efforts in implementing change management principles throughout CleanAir Solution began to bear fruit. The once chaotic and inefficient workflows were now streamlined, and communication between departments improved significantly. With a clear focus on value delivery, CleanAir Solution witnessed increased customer satisfaction and loyalty. The change management efforts led by Mary significantly reduced various forms of waste in a process by addressing underlying issues relating to manpower, method, machine, materials, measurement, and environment and promoting more efficient and effective practices. The change management effort emphasised continuous improvement and a focus on quality, quantity, and safety, which helped reduce the extent of defects experienced in the IAQ management process.

By addressing issues related to the factors, manpower, method, machine, materials, measurement, and environment, affecting value delivery, the number of defects, e.g., errors, mistakes, poor quality, non-adherence to the required, quality, quantity, and safety, reduced significantly and the need for rework also reduced. The number of times the planning and coordination of IAQ management services matched the delivered services levels with actual demand improved significantly. By optimising IAQ management services delivery schedules and inventory management, overproduction was significantly minimised, leading to the reduction of resource wastage.

Through the change management effort that aimed to improve the above-mentioned factors affecting value delivery, bottlenecks causing delays were identified and eliminated. As a result, processes were streamlined, communication improved, and resource allocation and usage were done effectively, significantly reducing waiting time and improving overall efficiency. The change management effort promoted employee engagement and empowerment. The change management effort led to a culture involving employees in decision-making, encouraging their creativity, and providing opportunities for skill development. As a result, staff members’ talents were fully utilised to contribute to the IAQ management services and CleanAir Solution’s success.

The change management effort led to more efficient logistics and supply chain management, which helped reduce transportation waste. The reevaluation of transportation routes initiated by the change management effort aided the optimisation of delivery schedules of machines and materials and reduced costs associated with unnecessary transportation. CleanAir Solution was able to adopt just-in-time inventory principles, which minimised excess inventory. The comfort and convenience of the implemented control systems and on-time awareness provided by close monitoring of the demand for IAQ management services and resources to be invested led to a significant reduction of inventory waste.

The change management effort helped optimise the IAQ management services process and workplace design by rearranging workspaces, optimising layouts, and minimising unnecessary movement, which significantly reduced motion waste and increased productivity. The change management effort used value-stream mapping to streamline IAQ management processes by identifying and eliminating non-value-added steps. The change management effort also reduced the need for unnecessary processing as staff members got real-time information and feedback on the quality, quantity, and safety of IAQ management services delivered.

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The success of Mary’s initiatives did not go unnoticed. Word of Mary’s transformative work spread like wildfire, and soon, she was invited to speak at conferences and seminars around the world. Her story of personal growth and the positive impact of change management inspired many, and she became a global icon in the field. Mary’s journey from a grieving widow to a change management expert was a testament to the power of resilience and determination. Through her workshops and speeches, she shared her personal experiences, touching the hearts of countless individuals facing challenges in their lives and careers. Her message resonated with people from all walks of life, empowering them to embrace change and strive for excellence.

As the demand for her expertise grew, Mary established her consulting firm, where she continued to mentor and guide several organisations in their transformational journeys. Her reputation as a change management guru attracted clients from various industries, and she fearlessly took on complex challenges, always guided by her core values of empathy, adaptability, and continuous learning.

But beyond her professional success, her impact on people’s lives truly defined her as a global icon. Mary received letters and messages from individuals who had attended her workshops or heard her speak, expressing gratitude for the positive changes they had experienced in their personal and professional lives. Mary’s story had become a beacon of hope for those facing adversity, a source of inspiration for aspiring change agents, and a reminder that one person’s determination could indeed make a difference in the world.

As she stood on the stage of a prestigious international conference, delivering her keynote speech, Mary couldn’t help but reflect on her incredible journey. The tragedies and challenges she had faced had led her to discover her true purpose in life – to transform organisations, empower individuals, and create a world where change was embraced as an opportunity for growth. At that moment, Mary knew that her journey was far from over. There were still countless lives to touch, organisations to transform, and challenges to overcome. But armed with her personal experiences, her training in change management, and an unwavering commitment to making a positive impact, she was ready to continue her remarkable journey as a global icon of change.

She authored a best-selling book on change management, delivered viral TED talks, and received numerous awards and accolades for her contributions to the field and human development. Despite her global fame, Mary remained humble and grounded. She never forgot the pain and challenges that had shaped her journey. Instead, she channeled those experiences into a driving force for change and a deep sense of empathy for those she worked with.

I will leave you, readers of this story, with the usual statement from Mary Fox in her writings and speeches. “Change the way you think to change the way you feel. I hope you change your thinking for better value delivery to yourself and others.” The End!