1

Enhancing Collaboration and Efficiency in UK Rail Operations

Group Members:

1: Veronica Amarachi Ifejieme ID: IFE22609658

2: Greeshma Shiju ID: SHI22606682

3: Okeke Chinedu Emmanuel ID: OKE22606240

4: Fayas Mukkil Peedikayil ID: MUK22607412

5: Ajas ID: AJA22599502

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Contents
Executive Summary:................................................................................................... 6
Introduction................................................................................................................. 7
Background and Analysis Framework.........................................................................7
Literature Review........................................................................................................ 8
Organizational Change Models...................................................................................8
Change Readiness and Resistance............................................................................9
Stakeholder Management and Coordination.............................................................10
Culture Change and Collaboration............................................................................11
Proposed Solution.....................................................................................................12
Needs Assessment:.................................................................................................. 13
Change Vision and Strategy:.................................................................................... 13
The training of stakeholders......................................................................................13
Sustainable achievements........................................................................................13
Cultural transformation..............................................................................................14
Change Approach Act...............................................................................................14
The William Review...................................................................................................14
Current Challenges Faced by the UK Rail Industry...................................................15
After Infrastructural Upgrades and Transitional Variables.........................................16
Performance Amidst Infrastructure-Related Delays..................................................16
The subject of Dispute and Sanctioning....................................................................17
Overcoming the Data Gaps.......................................................................................17
Data Collection and Analysis.................................................................................... 18
Additional Data Needed:...........................................................................................18
Customer Satisfaction Data:..................................................................................... 18
Employee Feedback:................................................................................................ 18
Operational Data:......................................................................................................18
Procurement Methods:..............................................................................................18
Maintenance Schedules:...........................................................................................18
Proposed Data Collection Methods:..........................................................................19
Online Surveys and Feedback Forms:......................................................................19
Structured Interviews:............................................................................................... 20
Access to Operational Databases:............................................................................20
Review of Procurement Documentation:...................................................................20
Analysis Techniques:................................................................................................20
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Trend Analysis:......................................................................................................... 21
Thematic Analysis:....................................................................................................21
Evaluation and Sustainability....................................................................................21
Utilizing the Kirkpatrick Model for Assessment:........................................................21
Level 1: Response:................................................................................................... 22
Level 2: Skill acquisition:...........................................................................................22
Level 3: Assessment:................................................................................................22
Level 4: Outcome:.....................................................................................................23
Strategies for Sustainability:......................................................................................23
Implement Continuous Assessment and Adaptation:................................................23
Regularly Review and Update Policies and Procedures:..........................................24
Implementation Plan................................................................................................. 24
Facilitative Approach in Consulting:..........................................................................25
Provide Tools:........................................................................................................... 25
Foster Learning:........................................................................................................25
Expected Outcomes and Benchmarks for Success:.................................................25
Enhanced Communication and Understanding:........................................................25
Measurable Improvement in Project Delivery:...........................................................26
Positive Feedback from Staff:...................................................................................26
Establishment of a Scalable Model:..........................................................................26
ADKAR Model for Resistance Maintenance..............................................................26
Awareness:............................................................................................................... 27
Desire:.......................................................................................................................27
Knowledge:............................................................................................................... 28
Ability:........................................................................................................................28
Reinforcement:..........................................................................................................28
Conclusion................................................................................................................ 29
References................................................................................................................29
Appendices............................................................................................................... 31
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Table of Figures

Figure 1 Kotter’s 8-Step-Process................................................................................8

Figure 2 Immunity to Change Model...........................................................................9
Figure 3 Coach and French Model............................................................................10
Figure 4 Mendelow Matrix of Interest........................................................................11
Figure 5 Local Alliance Capability Model..................................................................12
Figure 6 Williams Review Illustration.........................................................................15
Figure 7 Customer Satisfaction Survey.....................................................................19
Figure 8 Operational Database.................................................................................20
Figure 9 Kirkpatrick Model for Assessment...............................................................22
Figure 10 ADKAR Model for Resistance Maintenance.............................................27
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Tables

Table 1 Infrastructure-related delays vs. Operation-related delays...........................14

Table 2 Planned vs Actual Costs..............................................................................14
Table 3 Effective Performance Penalties..................................................................14
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Executive Summary:

The fragmentation and ineffectiveness of operations of the UK rail network are

major obstacles addressing which the UK transportation sector struggles, namely the
coordination and cooperation between Network Rail and passenger service
operators. This report proposes a solid change management strategy that
incorporates well-written academic literature and specializes in the unique business
scenario. Poke A begins with a thorough review of the change literature, which may
involve organizational change models, readiness assessment frameworks,
stakeholder management strategies, and culture change paradigms. Layer B of the
plan is scrutinizing the issue and proposing possible solutions, relying on the value-
added dimensions of the strategy. regular workshops, feedback sessions, and
further study are going to be added as tools for assessment. This exercise
encourages the client's goals achievement and develops continuous improvement of
the assessment.
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Introduction
UK railway sector for the past some years has been failing now since it was
privatized by the 1990s. The major cause of this is a highly fragmented structure that
divided operation between passenger and freight services, infrastructure delivered
and maintained by Network rail, and regulated by the Department for Transport
(DFT). This centrifugal force has brought about problems of coordination, disparate
objectives, and a lack of systematic action programs which have resulted in
unreliable service and customer dissatisfaction.

The timetable chaos in the North of the English country in the past year even
exposes the shortcomings of the fragmented structures that stand for the different
railway entities. The Williams Rail Evaluation subsequently stressed the importance
of the concept of a central "guiding mind" that will be the one to determine
nationwide coherence (McCartney & Stittle, 2023). The result indicates the plan of
the Williams-Shapps to set up a state-owned company named Great British Railways
(GBR), which will have the role of promoting more integration between Network Rail
and passenger operators.

Besides, underscoring this cooperation is indispensable for handling the core

challenges, e.g., infrastructure development planning, field performance
management based on digging the source of the problem rather than mere fault
finding, comprehensive tendering process in line with the capacity confinements, and
KINKO-alike organizational processes aimed at the optimum integration of new
rolling stock with underlying infrastructure readiness.

This paper will check the core issues of the UK rail sector through
organizational change theory and best practices. This will put forward a full set of
measures, which includes change management, cross-company culture changes,
and integrations in the operational work, to support unified work toward GBR's
underpinning goals within the railways industry.

Background and Analysis Framework

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Literature Review
This study and change management proposals seek to identify an approach
that will facilitate the cultural and operational shift that needs to be done by network
Rail and passenger operators so that they move in the same direction and open their
businesses. The capacity to apply change theory and develop the best rails fit
practices to this pilot program is the intent so that it then can be scaled across the
industry.

Organizational Change Models

It is necessary to comprehend the numerous approaches that you can use to
set up and control the change for there to be a full change process. Lewin's 3-Step
Change Model provides a foundational approach (Lv & Zhang, 2017). The phase
when the novel behavior should take effect, a new set of behaviors in the form of
change interventions, wherein the behavior must be kept up, and which is the stage
the new behavior is institutionalized Kotter’s 8-Step-Process further illustrates a
detailed roadmap where the main points are putting pressure on and creating
urgency, garnering a leading coalition, communicating the vision, enabling others,
generating short-term accomplishments, freezing to progress, and institutionalizing
the new approaches.

Figure 1 Kotter’s 8-Step-Process

Change Readiness and Resistance

The assessment and improvement of capacity for change are on the primary
list and you should be ready to face resistance when you try to revise the time-
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posted behavior and the mindsets. Armenakis and her colleagues' readiness model
stresses the prominence of breaking away from the existing way of things, selling the
advantages of the envisaged change, standing by the employees during the shift,
and communicating organizational commitment (Rismansyah et al., 2022). By
figuring out dragging issues like inertia, mistrust, and afraid, tactics like
communication, participation, negotiation, and coercion lead to getting employed
carefully.

The immunity to Change framework by Kegan and Lahey is another aspect

explored through their research on personal and collective subconscious resistance
to change, involving weak and big assumptions, and competing commitments.

Figure 2 Immunity to Change Model

Furthermore, Coach and French's Participation Model emphasizes engaging
stakeholders so even the design of the proposed change is agreed upon hence buy-
in is also increased. Ford and Ford's Consensus Models not only reinforce the value
of talking at any time but also serve to change people's mindsets in the long haul.
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These keys are encompassed in primary and secondary prevention strategies, so it

is effective to combine them.

Figure 3 Coach and French Model

Stakeholder Management and Coordination

Because of the affair with the railing sector which is: multiple actors and is
complexly interdependent, the stakeholder analysis and management are the basis.
Freeman's Stakeholder Theory can be used to determine the stakeholder's interests
and priorities, whereas Mendelow's Power-Interest Grid helps to place all the
stakeholders based on their power level over the change implementation and their
interest level in the change ( Flodén & Woxenius, 2021). Mitchell et al's Salience
Model extends the criteria for audience engagement by considering stakeholder
power, legitimacy, and urgency which then guide prioritization.
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Figure 4 Mendelow Matrix of Interest

Work on Rowley's multi-tiered, richly interconnected stakeholder networks is
insightful in identifying large-scale changes and organizational boundaries. Cable
advances the policy of transnational hub companies (maybe Great British Railways)
to exist in all nations. This company is to act as a mediator of bilateral affairs, a face
for multi-national purposes, and to even out the power interplay. Change is a
Kaleidoscope and Balogun and Hailey the dual modeling lenses to look into strategy
contexts (beyond the organization), system contexts, structural contexts, the
environment, and capabilities simultaneously. Identifying and developing a detailed
map of the mutually influential stakeholders and implementing collaborative systems
of coordination are the key aspects of the railway change.

Culture Change and Collaboration

The current cultural paradigm where it's a network of two times individual
activities of Network Rail and the operator must be shifted towards one of the
systems instead of the component for true collaboration. Schein's era-defining work
is the culture of organization as the deeply-grounded mind-ups and values as well as
objects, which, in turn, regulate and organize behavior (Keeling, 1995). Perfecting
his model of orchestrated cultural change, psychological safety occurs through
transparent communication, new ideas are taught by example, and eventually, the
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new assumptions become part of day-to-day life through the introduction of new
systems and policies.

Scarce cooperation amidst international organizations has its mechanism, of

which Austin enlisted the roles of shared values, collaborator leaders, and
accountability and incentives systems that are going to stand at the core of
collaborative behavior. Doz and Hamel's Local Alliance Capability model also
compels establish joint positions such as Alliance managers in charge of the product
that serves as a focal point, plus putting in place formal and informal mechanisms for
knowledge sharing and conflict resolution between partners (Misiolek & Wilemon,
2002). The establishment of reliable relationships plays a critical role in this case.

Figure 5 Local Alliance Capability Model

Proposed Solution.
All these issues are structural problems hence the UK rail sector is at a point
where it needs to make active changes such as segmented operations and siloed
thinking. There are also charges between Network Rail and passenger service
operators (John, 1985). To tackle these problems and satisfy the requirement for
more coordination, a change management strategy from all aspects must be
conducted. This article serves as a framework that will be used to eliminate historical
obstacles and a culture of collective responsibility and cooperation within the field.
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Needs Assessment:
The presentation of the domain of critical needs discloses a number of the
principal difficulties which keep rail transport in the UK from the state of effective joint
work and harmonization. The traditional vertical nature of thinking and covering up
has created a "fault-finding" culture instead of a "shared purpose" among the
organizations. Also, there are typically deficiencies in integrated planning,
implementation approaches that emphasize a "winner-take-all" approach, challenges
with authority and influence, and the egregious lack of shared goals and coordination
mechanisms.

Change Vision and Strategy:

To give customers more options and higher quality of service, this UK Rail
industry Vision will build a pool of a collaborative, closely integrated national rail
service delivery model (Repenning & Sterman, 2002). Here is the vision that
comprises the value chain dismantled components' shuffling to the value network of
great coherence due to the joint part-taking aimed to bring about the rail system
universally high-performance level. To translate this vision into reality, I recommend
the application of the 8-step Kotter’s Process and the extra additions.

The training of stakeholders

The training of stakeholders with resources, knowledge, and looking into the
communal issue which creates visible leaders will see the masses participate in the
process of change. The precept of linkage with Coach and French as the model
holds trust in the target community, as well as their individualization into the project A
short-term objective which is motivated by the priority task of the multi-agency
groups that demonstrate their effectiveness as regards the cross-sector cooperation
to the auditors is the main instrument for the achievements (Moral & Turner, 2019).
The masses are put under a liability which is a 'force' for change.

Sustainable achievements
Sustainable achievements mean internalizing the new ones to become
organized in the policies, systems, programs, and the relevance of the culture to be
able to keep them. Consisting on the organization's structure retouching, positions
reassign and ratings for efficiency to adopt the partnership model of the Austin type
will make way for connection and integration of better processes for the company.
For the goal to be met the way out is to create a toolkit that enables measurement of
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the success that can be seen for example through Immunity to Change Mapping
which helps to manage better with the existing resistance.

Cultural transformation
Cultural transformation, which equals change, is the key factor that entails
adopting the new philosophical and quality concept of modern train transportation.
The site visits and after-work hours meetings, as well as restrictions in hiring within
the departmental boundaries, came as the result of strengthening interactions that
helped to develop trust and better collaboration between the personnel of different
departments.

Change Approach Act

The last, but not the least, is that all expellable issues for the UK
commissioner of rail are to be solved by using an appropriate change approach act.
The strategy is built in this way to enable stakeholders' paradigm shift as a whole to
consolidate initiative, cooperation, and the cultural sea change in customer-oriented
rail operations which should be well underlined. As a result of the implementation
process, both the service providers as well as the customers are set to enjoy the
new standards of service quality and customer satisfaction in addition to the short-
term benefits arising from the transformation of the industry.

The William Review

The reason for the review was to cause a systemic reform that will be in the
interest of the UK Department of Transportation managed by Keith Williams and by
that be possible to attain a more competitive and attractable model for the rail
network of the future in Britain. The transportation sector is being revolutionized by
the government financing the municipal arm (GBR) which in turn terminates to be
responsible for the full railway business, that is passenger and goods carriage (Beer,
1957).

In such contexts, the UK railway network can be managed even using the
analytical capabilities available to the GBR arresting the power for field management
and compliance with the general regulations of the network for high functioning. The
automation management function of the organization is not what it used to be when
managing the traditional operator but rather is above it in magnitude. It is not just the
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controller of the workers and the investors in the business, but a proactive guide, a
guideline maker, and above all, a trusted leader to all.

GBR will certainly have efficiency and quality requirements for the operators
of the railway system. To prevent the issue from rising, drivers should follow the
speed accepted by the crowd and try to complicate the flow of traffic and add a
negative impression to the passengers. GBR is a separate single authority now that
has low-level control of the railway systems. Here the whole system is changed and
they plan to remove old, unused, and Islamic factors which means that the previous
system was a complex and scattered structure.

The IRU suggests that the first stakeholders in the economy (Government,
investors, and policymakers) keep a common perspective on the welfare of the
sector under review by interfering if the sector has an operable inadequacy inherited.
It was ascertained that the following factors disintegrated the status quo: inadequate
coordination and their main survivor was low efficiency. The functions of GBT are
interconnected and ensured by the operations of different departments and
infrastructure services besides the regulators. Hence, the review will need to be
comprehensive to address all these aspects.

Figure 6 Williams Review Illustration

Current Challenges Faced by the UK Rail Industry

The UK railway system is in a crisis condition and the situation is getting
worse due need to the absence of conducive factors that enable the trains to operate
optimally. Although like everything else that relates to the railway part of the
infrastructure, Network Rail and the operators experience several problems that are
either on the part of the infrastructure itself or the part of operational aspects.
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Table 1 Infrastructure-related delays vs Operation related delays

Table 2 Planned vs Actual Costs

Table 3 Effective Performance Penalties

After Infrastructural Upgrades and Transitional Variables.

Structural adjustments are an essential factor if traffic on the rail lines is to
remain at a high level. Though the cons are those of being both better for aesthetics
and more space, the final costs which are most likely cheaper are consequently
making it complex and awakening doubt. Moreover, the lack of certainty likewise
makes the allocation of funds by Network Rail and operators tough, as these
uncertain factors require them to be addressed with a flexible approach to resources
and investments. It seems that the project amount, risks, and other certain financial
figures are quite foggy, which makes it complicated to make the right decision.

Performance Amidst Infrastructure-Related Delays

The revenues are often affected by such human challenges as the aim to
have a time-keeping culture, reliability, and the like in the face of the infrastructure
delay that might occur. That being so, the delay could result from different factors
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including but not limited to the following: foolish routine repair, electronic signals
failing, or something wrong on the tracks (Clegg & Walsh, 2004). Operators having
a big picture as they operate a business in a changing environment might be
significant performance barriers. This business terrain has situation creation of
concrete and some unfashionable factors to the business operation, disrupting
hustles in the global platform.

The subject of Dispute and Sanctioning.

Setup fees which were supposed to be a help in the operational improvement
cases are nary misapplied to set aside the phenomenal lighting of Rocket company
founders in the recent litigious actions (Rogers, 2016). The purpose of working
toward the cause of shared accountability and joint efforts has shown no effect due
to the game of constant blaming of Network Rail and operators. However, an influx
of conflicts within AD organizations creates not only barriers but also real
deactivation of resources that should be placed where their performance needs to be
uplifted.

Overcoming the Data Gaps.

To tackle these issues, it becomes obvious to bridge the shortfalls of data and
get vital insights about the roots of delays, communication effectiveness, and the
customers” experiences amongst others. We are planning to use questionnaires,
stakeholder interviews, and customer satisfaction data analysis after the project
implementation as our major data collection methods (Holtzman et al., 2022). These
methods grant statistical information to Network Rail and operators to identify the
causes of how eddy currents affect their progress and create strategies to tackle the
issues specifically.

Finally, services for solving the problems of railways within the UK today will
include a collection of detailed data and the formation of purposeful long-term
strategies designed to solve the causes of the given issues this industry faces.
Through the filling of data gaps plus the adoption of data-oriented decision-making
tactics, operators and Network Rail, can effectively enhance network operations,
boost their completeness and reliability of services, and make the traveling
experience enjoyable and satisfactory.
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Data Collection and Analysis.

Defining opportunities for data-collection and analytics to do both Voting
Management and Decision Analysis is crucial to the UK Railway to ensure it is
promoting collaboration within the operations of the railway (Gbadamosi et al., 2021).
The plinth will impose the variable data collecting methods and types of mutual
understanding of such issues, as indeed the objectives of the initiative.

Additional Data Needed:

To supplement existing data sources and address identified gaps, several
additional types of data are deemed necessary: Besides, the data sources are also
planned to be supported in case their gaps or shortcomings are pointed out. To this
end, there is a need for several more types of data, as described below.

Customer Satisfaction Data:

Against a pre-intervention sort of level, post-intervention can be used to
identify the passenger's maximum possible satisfaction level as well as to determine
their satisfaction level after the intervention.

Employee Feedback:
Through employee attention and employing surveys and interviews these
problems will be omni-visible and the levels of employees’ contentment will be
potentially variable which leads to more creative and high-priced employees.

Operational Data:
Through k AR failure inquiries that would reveal this specific problem, we can
separate general management issues from infrastructure engineering issues.

Procurement Methods:
Evaluation (calling) the bid requirements and award rules of franchise allotment will
enable us to reduce the operational inability and also get rid of other mistakes or
miscalculations.

Maintenance Schedules:
One of the data that will be looked into is looking at the maintenance and
upgrades to guarantee that there is a correspondence of the operational needs with
it. On the other hand, it will contribute much as well from the point of view of
prospective improvement and optimization.
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Proposed Data Collection Methods:

The proposed data collection methods are designed to gather both quantitative and
qualitative data from various stakeholders (Palinkas et al., 2013).

Online Surveys and Feedback Forms:

These will be directly employed for gathering customer’s feedback on
customer satisfaction levels and their experiences, as well as staffers’ feedback on
the challenges they deal with and how happy they are with their roles (Zolotareva
&Korotina, 2015).

Figure 7 Customer Satisfaction Survey

Structured Interviews:
Management and front-line staff interviews will serve as a welcome source of
such unique input as information on operational problems, infrastructure constraints,
and those opportunities that the crew may take advantage of
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Access to Operational Databases:

By asking for the permit to right into operational databases, it will be easy to
investigate operational data in detail, including the reasons behind delays,
performance metrics, and engineering schedules (Hazen et al., 2014).

Figure 8 Operational Database

Review of Procurement Documentation:

Reviewing procurement documents and franchise agreements will reveal the
tendering procedures awarding schemes, and terms of operation for the franchisees
as well as agreed contracts.

Analysis Techniques:
The analysis of collected data will employ both quantitative and qualitative
techniques:

Trend Analysis:
Quantitative data like delays and disputes are assigned to trends by using
time series analysis to reveal time-related patterns. Apart from this, the fiscal impact
analysis will enable to determine the surface causes and consequences of observed
trends and serve in the formulation of strategic decisions.
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Thematic Analysis:
Generative data from evaluation, communication, and bidding materials will
undergo open coding to generate shared themes, major concerns, and what needs
improvement. This study is going to give a more profound knowledge about
stakeholder's perception of the issue and this could be used to craft necessary
insights for improvement of coordination and establish efficiency.

Evaluation and Sustainability

Evaluation and sustainability systems that are well structured are important for
the appropriateness of long-lasting success and the impact of projects whose aim is
the improvement in collaboration and efficiency of the UK rail industry (Smidt et al.,
2009).. Integrating the Kirkpatrick model into the assessment procedure, as well as
sustainability assessment and scale-up strategies, will supply a comprehensive
framework for understanding the effectiveness and driving the processes of
sustainable continuous improvement.

Utilizing the Kirkpatrick Model for Assessment:

The Kirkpatrick model offers a systematic approach to evaluating training and
development programs, which can be adapted to assess the effectiveness of
initiatives in the rail industry: The Kirkpatrick model offers a systematic approach to
evaluating training and development programs, which can be adapted to assess the
effectiveness of initiatives in the rail industry (Smidt et al., 2009).
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Figure 9 Kirkpatrick Model for Assessment

Level 1: Response:
The approval of participants concerning their level of satisfaction as well as
their thoughts regarding the grassroots campaign is important and reflects
knowledge about the initial reaction. Surveying and interviews with stakeholders
such as participants and the beneficiaries provide the building blocks that can lead to
the enhancement of program design and implementation.

Level 2: Skill acquisition:

Appraising the magnitude of capability gained is a key factor in measuring
how successful training and developing accomplishments have been. The available
evaluation tools include pre- and post-training assessments alongside skill tests or
competence evaluation material to gauge the learning objectives.

Level 3: Assessment:
The changes in behavior and practice of management and staff are the most
revealing factors. The evaluation of these things shows the impact on practices in
the workplace. Surveys, focus groups, and observational studies provide data about
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how the desired behavior change is implemented into the daily work cycle and the
spread of collaboration among the workforce.

Level 4: Outcome:
It is no longer a choice but a necessity to find experiential metrics of the
improvement that will show reduced delays, savings achieved, and scoring of
delivery services quality. Data on performance metrics, operational data analysis,
and feedback from stakeholders can be used to monitor progress and measure the
achievement of collaboration and efficiency.

Strategies for Sustainability:

Ensuring the sustainability of collaboration and efficiency initiatives requires a
proactive approach to organizational culture, leadership development, and
continuous improvement (Clegg & Walsh, 2004): The long-term success of
collaborative and efficiency initiatives requires a proactive approach to the culture of
the organization, leadership development, and ongoing improvements.

Implement Continuous Assessment and Adaptation:

The same process of the plan being assessed and adapted continuously
brings organizations to the grasp of current and modern world conflicts. Regular
workshops as the purpose of terminal sessions, reviews and a planning based on
the specific objectives will be organized to help avoid making the same mistakes.

Invest in Leadership Programs and Staff Training:

The main priority has to be the training of managerial bureaus and personnel
since it is impossible to embed a collaborative climate in the organization if its actors
are outdated, and so we have to choose the training offered by our organization for
the professional development of our staff. For example, through organizing and
conducting leadership training programs leaders will be demonstrating how to be
part of the team and setting an example of a team player that leads the teams. This
is one of the characteristic elements of good leaders.

Regularly Review and Update Policies and Procedures:

It is vitally important to regularly revise and change the policies and programs
that are stated to consider the previous role errors and to remain flexible in the event
of emerging demands and the challenges of the present times (Ansari and Ansari,
2020). Organizing your ideas based on listeners' needs, and considerations, and
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having a tracking mechanism will expand the organization's flexibility and if even an
intervention is necessary, you will have the mechanism to improve on the
effectiveness part.

Scaling the Solution:

Scaling successful collaboration and efficiency initiatives requires careful

planning and consideration of local contexts and challenges: To effectively scale
successful collaborations and initiatives concerning improved efficiency, well-
thought-out planning and taking local differences in contexts and possibilities are
important considerations.

Evaluate Pilot's Successes and Challenges:

Its pilot-scale execution proved its worthiness and showed a list of factors that
needed to be taken into consideration to produce positive outcomes. Input data from
running pilot programs enables even more fundamental solutions to the problem on
hand to be generated as well as an expedited execution of the implementation-
related activities.

Develop a Phased Approach for Scaling:

Organizing bodies share their funding for the expansion of the initiative at
different stages thus becoming consequently extensive and impactful. Strategically
identifying the critical areas for change, while doing the risk mitigation, and moving
step by step will ensure effectivity in the change process that can scale.

Implementation Plan
Improving collaboration between Network Rail and operators in UK rails will
be made for by ensuring that the platform of consultation is facilitative. The emphasis
of this strategy is transformational communication, bartering, and social support for
the stakeholders for the fulfillment of a common challenge ( Values: Engaging values
through evaluation purpose, questions, and criteria," 2021). The implementation plan
is based on the sequence of the actions and references to times and clear key
performance indicators (KPIs) that chart the project's success.

Facilitative Approach in Consulting:

Initiate Partnership:
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Firstly, there will be common ground to lay the groundwork where the
reasons for undertaking this practice and its benefit to both will be emphasized
(Makin, 2021). This will allow to development of trust and partnership at the very
beginning, which will later be one of the bases for the successful implementation.

Facilitate Discussions:

Regular consultations will include meetings and workshops to facilitate the

expression of pegged complaints, ideas, insights and consensus building on key
decisions Discussions will be anchored sessions on identifying areas for
improvement and joint efforts in problem-solving.

Provide Tools:
The decision-making frameworks and the decision tools will be devised and
disbursed to facilitate the stakeholders' understanding of the particular challenges.
This technical equipment will make evaluation of issues, investigation of sought
solutions, and decision-making collectively by all stakeholders easy.

Foster Learning:
A culture in which people never stop learning and improving, feeling that by
making mistakes we can gain any experience, will be created. Feedback loops will
be regulated to enable people to voice their opinions freely and promote further
enhancement of the relationship amicably (Pearn & Mulrooney, 2017).

Expected Outcomes and Benchmarks for Success:

The following outcomes are expected.

Enhanced Communication and Understanding:

The program would be followed to the later stage of network organization and
railway operator making the relationship between the two more friendly.

Measurable Improvement in Project Delivery:

Success is to be measured by the tangible progress through taking less
paradise in time, and budget and working to the delays asserted from no
coordination between the Network Rail and the Operator.

Positive Feedback from Staff:

Team communication will undoubtedly bring about staff feedback on cooperation and
change management, being a supporting tangible indicator of the above-mentioned
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process. Engaged satisfied workers imply that they are indeed the key critical factors
in production for the achievement of the desired effect regardless of the
organization's purpose.

Establishment of a Scalable Model:

The ideal test after the creation of a multiplication model of cooperation to be
permeated to the rest of the UK railway operators that will lead to the success of the
collaboration of the companies would be the development of the model (MacGregor
& Carleton,2011). This therefore makes it possible for many businesses to mimic
these same practices which in turn create modifications in the system leading to
improved work space and effectiveness.

ADKAR Model for Resistance Maintenance

The most likely obstacle to a correcting process will be the opposition to it
within the organization as change resisting is one of the problems mostly observed in
such a process (Kroon et al., 2015). ADKAR model operates as a navigator that
helps in sensitizing resistance to change and consequently puts in place the right
yardstick through its structured nature to manage the transition in rail transport in the
UK. The model focuses on five key elements: To achieve collaboration, we use
these five drivers: Awareness, Desire, Knowledge, Ability, and Reinforcement, which
all happen to be key for the individuals to get to know the barriers to the adoption of
shared practices.

Figure 10 ADKAR Model for Resistance Maintenance

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Awareness:
Then, supporting the change as a fundamental basis is to improve and
persuade the change and its benefits to the stakeholders. Of course, a critical part of
the change management plan is effective communication; not only do the affected
players need to understand the reason for implementing the shift into another
direction but also the impact that the new routes will have on their role and
responsibilities. The main point is to directly say why that particular shift is made and
to show that joined forces will be superior to the efforts of one person. Hence, the
degree of trust will grow thus increasing the support for the idea.

Desire:
Seeking a common view and related concerns are the key issues of the
stakeholders in the matter of change. Those who play a principal role in the
procedure could be invited early on and gathering their opinions will be one of the
should be appraised as it is crucial. When communication channels are clear and the
communication involves collective active listening, people feel the effect of change
better and may develop fewer fears and concerns with it. Eminence is dug out of
these communication features, therefore, their indispensability as well. Collaboration
can be encouraged through the participation of stakeholders in the definition of
common causes and the achievement of objectives that are important to them. This
way, the organization might construct commitment and engagement that is essential
for the accomplishment of your target.

Knowledge:
It is crucially important to train and provide resources to employees who need
them to acquire the eagles to get along well together. Training programs should be
designed accordingly to best fit the needs; e.g., turn more attention to global issues,
cultural matters, and soft skills like communication, mediation, and being a good
team player. Through investing in employee development, and making sure that they
have all the necessary abilities and capabilities to be able to adjust to the change
process, such organizations are capable of empowering employees and helping
them to be keener about the new way of functioning and contribute to the successful
development of the initiative.
28

Ability:
The importance of boosting employee confidence throughout the transition
cannot be overestimated as the success of introducing collaborative or supportive
practices rely on that. Whether it is giving guidance, tutoring, or being a helping hand
whenever necessary in the beginning, we are there all the way. Managers of teams
have a major responsibility in guiding teams through change by giving clear
directions, removing existing obstacles, and working as team motivators. Through
the promotion of a supportive working atmosphere and the indication of their concern
for the employees’ well-being, organizations will provide confidence and allow the
staff to become more resilient to the changes in a working regime.

Reinforcement:
Recognizing and rewarding acceptable behaviors in any context is necessary
for sustaining the benefits that collaboration brings in as well as keeping the
momentum of transformations going. Making sure that you praise successes,
recognize appreciation, and emphasize the influence of collaboration on
organizational output is a proven manner to reinforce the intended behaviors. The
creation of an environment where employees are appreciated and the value of their
contribution is recognized leads to a culture where individuals are motivated to
engage in team collaboration and later on, keep the positive impact in place over an
extended period.

Conclusion
Proposed the program of strengthening the cooperation among British rail
industry participants is a really serious step towards overcoming the old presented
problems and implementing proactive changes. Through the Williams Review – laid
out proposals and the setup of the Great British Railways, the scheme is geared to
an easier stream of functions, service quality enhancement, and improved overall
passenger experience. The program has such data-driven decision-making,
implementation correctly, and passion for looking back, and sustainability can
change the manner of the UK rail industry, leading to a new era of industrial
excellence and efficiency.
29

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Appendices

Appendix 1: Kotter’s 8-Step-Process

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Appendix 2: Immunity to Change Model

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Appendix 3: Coach and French Model

Appendix 4: Mendelow Matrix of Interest

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Appendix 5: Williams Review

Appendix 6: Planned vs Actual Costs

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Appendix 7: Customer Satisfaction Survey

Appendix 8: ADKAR Model for Resistance Maintenance

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