6. Change management So what is Change Management? ‘ It isn’t the changes that are so difficult , it’s the transitions. Change is not the same as transition. Change is situational: the new site, the new boss, the new team roles, the new policy. Transition is the psychological process people go through to come to terms with the new situation. change is external, transition is internal.’ Source: Managing Transitions,Making the most of change William Bridges
12. One big company was hiring new staff, the question of the written exam is:
13. You are driving a car. On one big storm night. You are passing a station.
14. There are three people who are waiting for the bus One doctor who saved your life before. One guy/lady who is someone you have been dreaming to get married to. One old lady who is dying.
15. You can only take one passenger, which one you will choose? Please explain your reason.
21. Individual prerequisites for change to occur Thinking & understanding Head Why should I change? Emotional/ Motivational Heart What’s in it for me? Behavioral Hands What do I do differently?
22. Why is Leadership Involvement Important? Leaders who do not champion change are more likely to have organizations that are unprepared for change Organizations follow the direction and vision set by its Leaders. Resistance to Change Inadequate Sponsorship Poor Project Management Case for Change not Compelling Project Team Lacked Skills Scope Expansion/Uncertainty No Change Management Program Siloed Process View 82% 72% 54% 46% 44% 44% 43% 41% 0% 20% 40% 60% 80% 100% Source: Deloitte Consulting CIO survey Major Barriers in Transformation Projects
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24. Leading your team Communicate Help Others See the Need for Change Getting your team to wake up to the need for change involves giving them the knowledge they will need when called on to make important changes in the way they work. Reward Implement the Change Now that the change has been designed, this period involves getting up to speed and realizing the possibilities of the new way. It is about learning and finding strategies to sustain the new ways. Facilitate Create Directions for Change In this phase the team is ready to work with the leader to design and create a new path. It involves creating a vision and a road map for the change, learning, considering many possibilities and developing new skills individually and as a team. This is the high-energy, exciting period of change. Listen Enroll People in the Change This phase involves getting your team ready to accept and become active in the process of change. It involves getting over resistance and getting ready to learn new skills and ways of working.
25. The Difference between Manager and Leader Leader Manager Change Stability Leading people Managing work Long-term Short-term Vision Objectives Sets direction Plans detail Passion Control Proactive Reactive Transformational Transactional Achievement Results Uses Avoids New roads Existing roads Seeks Establishes
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27. Change Impact! First Individual Impact Organization Impact Change will start with individual, and will cause a rippling effect in an organization.
28. ADRI Approach Deployment Results Improvement learning and adapting monitoring and evaluating implementing and doing thinking and planning Define the current state Define the future state Determine key sponsors And implementers Adjust environment feedback and rewards Review progress against metrics IATUL June 04
40. Are You in the Change Ready Zone? Kriegel & Brandt “ Sacred Cows Make the Best Burgers” Drone Zone Challenge Resources Competencies, Time, Reserves Change Ready Zone Panic Zone Skill level required, Speed of change, Effort to learn
41. What we are feeling when faced with a change? STRESS Performance Stress Optimal Stress Area of Optimal Performance High Stress Anxiousness Unhappiness Low Stress Boredom Time when continually under high stress Performance Intended Performance Healthy Tension Fatigue Exhaustion Ill health Breakdown
44. The Core Message PROCESSES SYSTEMS PEOPLE / TRAINING CHANGE IN ATTITUDES AND BEHAVIOURS Sustainable results How to communicate, manage and make decisions How did we perform today ? Capacity to plan, achieve, analyse and find some opportunities ‘‘ do things differently’’ Continuous improvement
What are the psychological aspects of change? Areas for focus in helping people change. There are other questions that characterize these arenas. These are for example.
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This is another helpful resource. It is the Circle of Influence and it helps remind us that there are things we can control (blue center) things we can influence (orange circle here) and things beyond our influence and control (gravity issues) examples - things we control: own attitude, own behavior, what we say - things we influence: relationships with others, quality of our work - things beyond our control: gravity, the current war, the economy ACTIVITY – go to page 18 of the workbook and take a few minutes to record your ideas in the 3 areas, then take a few minutes to discuss this with a partner. We will ask for comments from the full group after that. Facilitator record participants ideas on a flipchart for each of the 3 areas and reinforce ideas as appropriate to help them empower themselves and control and influence they things they can impact. Conclusion: Spending our energy on the things we can control and influence increases our effectiveness and impact. Spending energy on things we can influence may also expand the size of our circle of influence.
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