Facility management - Influencing organizational behaviours for improved facility outcomes (ISO/FDIS 41015:2023)

See ISO/TC 267 N 199 which defines the scope as:
" The standard will outline the ways in which behaviours of management and facility users can significantly influence an organization’s operational performance for better outcomes/outputs. It will draw on principles underlying existing standards covering, for example:
•   design for operability
•   sustainable use of materials
•   space utilization
•   lifecycle maintenance
•   procurement of services
•   environmental management
•   social responsibility
•   total cost of ownership
•   facility management
It can be regarded as an example of emerging standards focusing on principles and values that allow organizations to succeed with their primary activities and which are also likely to stimulate changes in behaviour with regard to optimal operation of the facility.
It takes, as its starting point, the need for thorough briefing of the design and construction team on operational performance requirements to influence positive outcomes of the design on people, place and process. Such performance requirements must be met while still delivering facilities that are safe, secure, efficient and effective and which satisfy the aspirations of the demand organization, facility users and society in general.
The requirements, recommendations and guidance in this standard will be based on principles and evidence of appropriate practices in the operation and use of facilities. Collectively, they must demonstrate the impact of efficient operations to ensure they meet operational performance requirements and outcomes. Technical and commercial considerations, as well as cultural, social and psychological aspects, will be covered since there is a growing body of evidence that individuals’ attitudes affect environmentally-related expectations and behavior. Facility users and other stakeholders must be adept in achieving defined goals and in communicating outcomes and encouraging positive change.
Out of Scope
•   Influencing behaviours that do not have an impact on or create a negative change on the operation of the facility would not be considered by this standard

Facility Management - Beeinflussung des Verhaltens zur Verbesserung der Ergebnisse von Einrichtungen und der Benutzererfahrung (ISO/FDIS 41015:2023)

Dieses Dokument gibt eine Anleitung, wie eine Facility Management (FM)-Organisation organisatorische Verhaltensweisen beeinflussen kann, um bessere Resultate in der Einrichtung zu erzielen, einschließlich der Art und Weise, wie sie Nutzer, Dienstleister und andere interessierte Parteien einbinden, befähigen und beeinflussen kann, um bessere Ergebnisse und Benutzererfahrungen zu erzielen, während sie mit der bebauten Umgebung interagieren.
Folglich und gleichzeitig können diese Verhaltensweisen genutzt werden, um zum Erreichen der Ziele der Nachfrageorganisation im organisatorischen Sinne beizutragen, unabhängig von der Art der Organisation oder der bebauten Umgebung. Dies ist die grundlegende Verbindung zur Rolle des FM, wie sie in ISO 41001 definiert ist.
Dieses Dokument soll auf den Anforderungen der ISO 41001 aufbauen, die der „Planen-Durchführen-Prüfen-Handeln“-Methodik folgt.
Dieses Dokument gilt für kleine und große Organisationen.
ANMERKUNG   In diesem Dokument bezieht sich der Begriff „Organisation“, sofern nicht anders angegeben, auf die FM-Organisation.
ANMERKUNG   Die Begriffe „Facility Management“ und „Facilities Management“ sind austauschbar verwendbar.

Facility management - Influencer les comportements organisationnels pour obtenir de meilleurs résultats en matière d’installations (ISO/FDIS 41015:2023)

Le présent document fournit des recommandations sur les différentes manières dont un organisme de facility management (FM) peut influencer les comportements organisationnels afin d’obtenir de meilleurs résultats en matière d’installations, y compris la façon dont le FM peut impliquer, responsabiliser et influencer les utilisateurs, les fournisseurs de services et d’autres parties intéressées agissant entres elles pour optimiser les résultats et l’expérience utilisateur lors de toute interaction avec l’environnement construit.
Par conséquent, et simultanément, il est possible de s’appuyer sur ces comportements pour atteindre les objectifs et buts de l’organisme demandeur au niveau organisationnel, indépendamment du type d’organisme ou de l’environnement construit concerné. Cela fait fondamentalement le lien avec le rôle du FM, comme défini dans l’ISO 41001.
Le présent document vise à compléter les exigences de l’ISO 41001, qui se basent sur la méthodologie PDCA (Plan-Do-Check-Act).
Le présent document s’applique aux organismes de grande taille comme de petite taille.
NOTE 1        Pour les besoins du présent document, le terme «organisme» fait référence à l’organisme de facility management (ou organisme de FM), sauf indication contraire.
NOTE 2        Les termes anglais «facility management» et «facilities management» peuvent être utilisés de manière interchangeable.

Upravljanje objektov in storitev - Vplivanje na organizacijsko vedenje za izboljšanje rezultatov objektov (ISO/FDIS 41015:2023)

General Information

Status
Not Published
Public Enquiry End Date
25-Sep-2022
Technical Committee
Current Stage
5020 - Formal vote (FV) (Adopted Project)
Start Date
17-Jan-2023
Due Date
07-Mar-2023
Completion Date
18-Jan-2023

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SLOVENSKI STANDARD
oSIST prEN ISO 41015:2022
01-september-2022
Upravljanje objektov in storitev - Vplivanje na organizacijsko vedenje za
izboljšanje rezultatov objektov (ISO/DIS 41015:2022)

Facility management - Influencing organizational behaviours for improved facility

outcomes (ISO/DIS 41015:2022)

Facility Management - Beeinflussung des Verhaltens zur Verbesserung der Ergebnisse

von Einrichtungen und der Benutzererfahrung (ISO/DIS 41015:2022)

Facility management - Influencer les comportements organisationnels pour obtenir de

meilleurs résultats en matière d’installations (ISO/DIS 41015:2022)
Ta slovenski standard je istoveten z: prEN ISO 41015
ICS:
03.080.10 Vzdrževalne storitve. Maintenance services.
Upravljanje objektov Facilities management
oSIST prEN ISO 41015:2022 en,fr,de

2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

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oSIST prEN ISO 41015:2022
DRAFT INTERNATIONAL STANDARD
ISO/DIS 41015
ISO/TC 267 Secretariat: BSI
Voting begins on: Voting terminates on:
2022-07-05 2022-09-27
Facility management — Influencing organizational
behaviours for improved facility outcomes
ICS: 03.080.10
This document is circulated as received from the committee secretariat.
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DRAFT INTERNATIONAL STANDARD
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Voting begins on: Voting terminates on:
Facility management — Influencing organizational
behaviours for improved facility outcomes
ICS: 03.080.10
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ISO/DIS 41015:2022(E)
Contents Page

Foreword ........................................................................................................................................................................................................................................iv

Introduction .................................................................................................................................................................................................................................v

1 Scope ................................................................................................................................................................................................................................. 1

2 Normative references ..................................................................................................................................................................................... 1

3 Terms and definitions .................................................................................................................................................................................... 1

4 Context of the organization ......................................................................................................................................................................2

4.1 General ........................................................................................................................................................................................................... 2

4.2 Understanding the organization ............................................................................................................................................ 2

4.3 Identifying organizational goals and objectives ...................................................................................................... 3

4.3.1 Aligning with organizational goals ................................................................................................................... 3

4.4 Demonstrating and communicating value .................................................................................................................... 3

5 Influencing behaviour ....................................................................................................................................................................................4

5.1 General ........................................................................................................................................................................................................... 4

5.2 Ability to influence.............................................................................................................................................................................. 4

5.3 Developing key relationships ..................................................................................................................................................... 4

5.4 Behavioural change ............................................................................................................................................................................ 5

5.5 Value drivers ............................................................................................................................................................................................. 5

5.5.1 Working with value drivers ...................................................................................................................................... 7

5.6 Opportunities to influence ........................................................................................................................................................... 7

6 P lanning for change ..........................................................................................................................................................................................7

6.1 General ........................................................................................................................................................................................................... 7

6.2 Change process ........................................................................................................................................... ............................................ 7

6.3 Risks and opportunities encountered during changes ...................................................................................... 8

6.4 Framework to support behavioural change ................................................................................................................. 8

7 Aligning FM actions to strategic outcomes .............................................................................................................................. 9

7.1 General ........................................................................................................................................................................................................... 9

7.2 Outputs and outcomes ..................................................................................................................................................................... 9

7.3 Applying Value Drivers ................................................................................................................................................................... 9

7.4 Target outputs ...................................................................................................................................................................................... 10

8 P erformance evaluation ...........................................................................................................................................................................10

8.1 General ........................................................................................................................................................................................................ 10

8.2 Outcome evaluation ........................................................................................................................................................................ 10

8.3 Performance indicators ............................................................................................................................................................... 10

8.3.1 Focus .......................................................................................................................................................................................... 10

8.3.2 Attributes ............................................................................................................................................................................... 11

8.4 Evaluation ................................................................................................................................................................................................ 11

8.4.1 Evaluation attributes ................................... ........................................................................................................ ........ 11

8.4.2 Indicators of success .................................................................................................................................................... 11

8.4.3 Evaluation methodologies ...................................................................................................................................... 11

9 Improvement .........................................................................................................................................................................................................12

9.1 General ........................................................................................................................................................................................................12

9.2 Continual improvement ...............................................................................................................................................................12

9.3 Demonstrating improvement .................................................................................................................................................12

Annex A Guidance ...............................................................................................................................................................................................................13

iii
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oSIST prEN ISO 41015:2022
ISO/DIS 41015:2022(E)
Foreword

ISO (the International Organization for Standardization) is a worldwide federation of national standards

bodies (ISO member bodies). The work of preparing International Standards is normally carried out

through ISO technical committees. Each member body interested in a subject for which a technical

committee has been established has the right to be represented on that committee. International

organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.

ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of

electrotechnical standardization.

The procedures used to develop this document and those intended for its further maintenance are

described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the

different types of ISO documents should be noted. This document was drafted in accordance with the

editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).

Attention is drawn to the possibility that some of the elements of this document may be the subject of

patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of

any patent rights identified during the development of the document will be in the Introduction and/or

on the ISO list of patent declarations received (see www.iso.org/patents).

Any trade name used in this document is information given for the convenience of users and does not

constitute an endorsement.

For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and

expressions related to conformity assessment, as well as information about ISO's adherence to

the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see

www.iso.org/iso/foreword.html.

This document was prepared by Technical Committee ISO/TC 267, Facility management.

Any feedback or questions on this document should be directed to the user’s national standards body. A

complete listing of these bodies can be found at www.iso.org/members.html.
© ISO 2022 – All rights reserved
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Introduction

The International Standards on facility management (FM) developed by ISO/TC 267 describe the

characteristics of facility management and are intended for use in both the private and public sectors.

NOTE The terms “facility management” and “facilities management” can be used interchangeably.

International cooperation in the preparation of these International Standards has identified common

practices that can be applied across a wide variety of market sectors, organizational types, process

activities and geographies, and their implementation will help to:
— improve user experience quality, productivity and performance.
— promote and enhance sustainability and reduce negative environmental impact.
— develop functional, inclusive and motivating work environments.
— maintain regulatory compliance and provide safe workplaces.
— optimize asset life cycle performance.
— improve resilience and relevance.
— manage expectations and demands of end users and other interested parties.
— project an organization’s identity and image more successfully.

This standard is intended for owners, operators, and service providers (internal and/or external)

at a facility. The aim is to identify the different ways facility improvements can positively influence

behaviours to improve the contribution that the facility makes to the demand organization. Whilst

behaviours are subjective, the recommendations and guidance on how these can be clearly defined

and measured will enable a collective, collaborative and common objective to be reached by all parties.

Influencing behaviour should be seen in the context of the ways in which individuals act or conduct

themselves.

Efficient and effective facility management will ultimately fulfil the demand organization’s requirement

for optimal performance and allow for a more agile organizational approach. The organization should be

able to determine the potential impact that its approaches have on meeting the demand organization’s

mission so that the organization aligns and delivers its services accordingly. The aim is to provide

recommendations and guidance on the appropriate operation of the facility so that its contribution to

meeting the demand organization’s mission and goals can be clearly defined and measured.

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oSIST prEN ISO 41015:2022
DRAFT INTERNATIONAL STANDARD ISO/DIS 41015:2022(E)
Facility management — Influencing organizational
behaviours for improved facility outcomes
1 Scope
The standard provides guidance on the ways the organization can:

— Engage, empower, and influence facility managers, users, and other interested parties for improved

outcomes and user experience; and
— Contribute to the performance of the demand organization objectives and goals.
2 Normative references

The following documents are referred to in the text in such a way that some or all of their content

constitutes requirements of this document. For dated references, only the edition cited applies. For

undated references, the latest edition of the referenced document (including any amendments) applies.

ISO 41001:2018, Facility management — Management systems — Requirements with guidance for use

ISO 41011:2017, Facility management — Vocabulary

ISO 41012:2017, Facility management — Guidance on strategic sourcing and the development of agreements

ISO 41014:2020, Facility management — Development of a facility management strategy

ISO 41018:2022, Facility management – Development of a facility management policy

3 Terms and definitions

For the purposes of this document, the terms and definitions given in ISO 41011:2017 – Facility

management – Vocabulary and the following apply.

ISO and IEC maintain terminological databases for use in standardization at the following addresses:

— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/

NOTE For the purposes of this document, the term “organization” will refer to the FM organization unless

otherwise stated.
3.1
output
end product or service of a process

Note 1 to entry: The outputs and outcomes may affect each other through a circular process.

3.2
outcome
final result or consequence of the output

Note 1 to entry: The outputs and outcomes may affect each other through a circular process.

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4 Context of the organization
4.1 General

The organization supports the demand organization in circumstances determined substantially by

behaviours in the demand organization. To deliver value to the demand organization, the organization

should be recognized for knowing, aligning with, and giving prompt priority to demand organization

needs and initiatives. These may arise from internal or external factors.
4.2 Understanding the organization

The organization has a direct role in delivery of outputs supporting the core business and contributes to

the outcomes and competitive advantage of the demand organization. The organization is well situated

to influence demand organization behaviours, actions, and decisions that can affect achievement of

demand organization goals in areas such as economy, productivity, resilience, and reputation.

The organization should determine the potential impact that FM processes and activities can have

in carrying out the mission of the demand organization and recommend policies and processes with

consideration of potential for successful performance within the constraints of the demand organization

context, consistent with demand organization culture.

It is key for the demand organization to appreciate the context under which the FM strategy and the

organization itself have developed, and FM impact on elements, such as:
— mission
— vision
— values
— infrastructure
— workspace
— processes
— marketing relationship
— attracting and retaining talent
— people development
— communication
— sustainability
— health and safety
— finance
— risk & opportunities
— compliance
— performance
— executive team
— productivity
— culture
— technology
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— quality
— innovation

In addition, the organization should map the external and internal factors that could impact or influence

the demand organization. These factors could include:

— External context: economic, social, spatial, environmental, as experienced by end users at present

and in the foreseeable future.

— Internal context: people (user experience, organizational culture), place (image, collaboration,

flexibility, cost), and process (productivity, reliability, innovation)

To map the internal and external contexts that apply to FM and impact outcomes sought by the demand

organization, it is critical for the organization to remain aware of current demand organization

principles, policies, strategies, and initiatives

The organization should periodically identify how elements of context impact and influence demand

organization behaviours, actions, and facility user experiences and outcomes throughout the facility

lifecycle and across strategic and tactical levels of operation.
4.3 Identifying organizational goals and objectives

The organization should identify demand organization goals and objectives that can be influenced to

achieve positive outcomes and user experiences. The organization will determine goals, objectives, and

targets, including factors critical to success, their measurement, and the environment for achieving

them. To do so, the organization must remain familiar with and align with demand organization goals,

objectives, and stakeholders affected. The demand organization should support the organization with

information pertaining to its goals and objectives.
4.3.1 Aligning with organizational goals

In preparation for influencing behaviour, the organization should map how its business approaches,

activities, and practices can affect the achievement of demand organization goals and objectives, then

recommend change, as necessary, to ensure that FM can provide effective support.

Change to organization policies, processes, or procedures should be considered whenever a

misalignment between goals and anticipated results becomes evident. The organization should also

consider incidental impacts on existing outputs when proposing a change. The effectiveness of this

provision can be enhanced by use of scheduled reviews.

When working with goals, objectives, operating principles, and approaches it is important for the

organization to adopt the same business terminology as used by the demand organization. This applies

as well to subsequent control, planning, and monitoring activities.
4.4 Demonstrating and communicating value

Before the organization can influence organizational behaviour, it should demonstrate its value as a key

stakeholder to the demand organization.
The organization may demonstrate value as a key stakeholder by:

— Aligning outputs and outcomes achieved with organizational goals, targets, and objectives

— Negating, mitigating, or transferring organizational risk
— Reducing direct cost
— Improving efficiency and productivity
— Delivering intangible or indirect value through reputation or other tactics
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5 Influencing behaviour
5.1 General

With the demand organization context understood, the organization can and should align with demand

organization goals. It remains to influence demand organization behaviour to ensure that the actions of

the organization are utilized to best effect by the demand organization.

To deliver value to the demand organization, FM must acquire and maintain a clear and thorough

understanding of demand organization expectations and needs. The organization can then identify

how the needs and expectations of the demand organization to meet the needs of stakeholders can be

met and the role of influencing behaviour in doing so.
5.2 Ability to influence

Changes in conditions, processes, provisions, policies, and attendant behaviours will often be involved

in reaching objectives at all levels. When the need for change is identified, the organization should

carefully consider how to approach implementation. Methodologies considered should be appropriate

in scale to the desired change and should facilitate stakeholder ability to adopt the desired behaviour. A

later section will discuss change planning in detail.
The organization should recognize that influence is founded upon:
— How the organizational culture shapes decision making and behaviour,
— Professional attitudes, motivations, and skills
— The level of maturity of the organization

— The relationship of the FM staff with facility users and others with a stake in facility operation

The organization should self-assess to identify its level of maturity and competence to influence

stakeholders. Principal areas to develop are key relationships, principles of behaviour change, tools and

processes, perception of value, and identifying opportunities to influence.
5.3 Developing key relationships

Often, the ability to influence behaviour is dependent on the relationship between the influencer and

the stakeholder. This relationship will determine the degree to which stakeholders can be influenced

and the extent to which the behavioural change can be achieved.

The influencer should be perceived as authentic, trustworthy, reliable, responsive, relatable and

knowledgeable.

Information and communication are key to developing relationships of influence. The information

should communicate the purpose, desired outcomes and the benefits, as applicable to the demand

organization and relevant stakeholders.

The organization should identify and map relevant stakeholders, and other requirements that can

impact the demand organization’s ability to achieve its strategic goals. These include, but are not limited

to:
— Functional areas with the demand organization:
— Leadership
— Finance
— Procurement
— Human resources
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— IT
— Risk management
— Environment & sustainability
— Public relations
— Legal and Regulatory
— Government and community officials
— Service providers
— Customers and clients

The organization should focus on developing relationships with key stakeholders to ensure that 1) it

understands the motivations and drivers of each stakeholder and that 2) stakeholders understands

how the organization can support the achievement of shared goals.

These stakeholder relationships will be key to achieving behavioural change when a higher level of

engagement is necessary to achieve the desired outcome.
5.4 Behavioural change

Behavioural change occurs when a stakeholder demonstrates a change in thinking and approach to a

situation in order to achieve a different outcome.

The organization should consider how its own business approaches and practices can facilitate the

adoption of desired behaviours. By doing so, the organization can ensure that it is not placing undue

burden for change on the stakeholder.
The organization should consider, for example:

— Can the desired outcome be achieved through automation? If so, this does not require action on the

part of the stakeholder. However, the organization should communicate the value to the demand

organization as a result of the processes.

— Can the desired outcome be achieved by changes to the physical environment? Even subtle changes

can influence individuals to act in a desired manner. Environments free of debris and signs of

deterioration will prompt individuals to maintain the desired state. Appropriate signage will support

wayfinding. Again, communicating the value of these initiatives will increase the understanding of

the FM value among stakeholders and, as a result, expand its ability to influence future change

efforts.

— Does achieving the desired outcome require a high level of engagement from the stakeholder(s)?

in this case, a change management process may be necessary. The organization should assess its

competency in this area.

The change management process should consider what motivates the behaviour of end users and other

interested stakeholders. When the motivating factors are understood, the ability to alter the current

situation as part of a
...

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