today’s agenda... morning perceptions of change external and internal forces driving change ...
Post on 03-Jan-2016
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Today’s Agenda . . . Morning
Perceptions of Change
External and Internal Forces Driving Change
Introducing Change using the Kotter Model
Managing Resistance to Change
Essential Leadership Competencies During Change
Building Trust
Today’s Agenda . . . Afternoon
Experiencing Personal Change
Stages in the Change Cycle
Managing Change with Resilience
Communicating Change
Actions for Introducing/Leading Change
Your Perceptions of Change
What are your reactions when you hear the word “change”?
– Negative perceptions
– Positive perceptions
The Forces for Change . . .
External ForcesTechnologyEconomyMarket NicheHuman/Social Needs and ValuesGovernment Policies
Internal ForcesLeadership and VisionWorkforce DemographicsEmployee DissatisfactionNew IdeasPerformance Failures
Exploring the Forces . . .
First, by yourself . . . Identify the external and internal forces for change that you see putting pressure on this organisation. . . .
Then, as a group . . .
1. Discuss your individual lists.
2. Explore agreement on the key forces.
3. Identify the consequences if the Illawarra Institute doesn’t respond effectively to these forces.
The Origins of Resistance . . .
1. Some people fear loss.
2. Some people mistrust those who lead.
3. Some people disagree on the change.
4. Some people don’t tolerate change well.
We Value Resisters Because . . .
They clarify the problem. They identify other problems that need
to be solved first. They force change leaders to think
before they implement the change. Their tough questions can strengthen
and improve the change. They let us know who opposes the
change. They slow down the change. They may be right, it is a dumb idea!
The PERCEIVED Losses . . .
Job Security
Psychological Comfort and Security
Control over One’s Future
Purpose/Meaning
Competence
Social Connections
Of these Of these potential losses, potential losses, which are people which are people most likely to most likely to experience from experience from the coming the coming changes?changes?
What can What can we do to we do to reduce or reduce or eliminate eliminate these these losses?losses?
Territory
Future Opportunities
Power
Social Status
Trust in Others
Independence and Autonomy
In Your Small Group . . .
Identify at least two or three actions that you can take to involve innovators, early adopters, early majority, later majority and traditionalists groups in your change efforts to reduce or eliminate sources of resistance.
Rallying Resistance
Surface the Resistance
Respect the Resistance
Explore the Resistance
Recheck the Status of the Current Resistance
Steps to Leading Successful ChangeSteps to Leading Successful Change
John P. KotterHarvard Business School
Create the Guiding Coalition
Establish a Sense of Urgency
Create a Vision for Change
Anchor Changes in the Culture
Communicate the Vision
Empower Others to Act
Create Short-Term Wins
Build on the Change
Establish a Sense of Urgency
Examine competitive realities
Identify potential crises or major opportunities
Create the Guiding Coalition
Assemble a group with enough energy and authority to lead the change effort
Encourage this group to work together as a team
Create a vision for Change
Appeal to the long term interests of employees, customers and stakeholders
Set realistic and attainable goalsEnsure vision is clear enough to provide
guidance in decision makingAllow for individual initiative and alternate
responsesCan be easily explained in five minutes
Communicate the Vision
Keep it Simple: Lose the JargonCreate Verbal PicturesUse multiple forums: RepetitionLead by Example: Your behaviour
speaksExplain the appearance of
inconsistencies2- Way: Listen as Well as Share
Empower employees for broad-based action
Communicate a sensible vision to employees
Make structures compatible with the vision
Provide the training employees needAlign systems to the visionConfront supervisors who undercut
needed change
Create Short-term Wins
Plan for and create regular “wins”Recognise and reward people who facilitate
the “wins”Momentum is building, less resistanceYou get what you reward
Build on the Change
More change, not lessMore helpStrong leadership from senior
managementProject management and leadership
from belowReduce unnecessary
interdependencies
Anchor new approaches in the culture
Comes last, not first
Depends on resultsRequires a lot of talk
May involve turnoverMakes decisions based on
succession is crucial
Change versus Transition
Change is an external event. Something old simply stops and something new simply begins
Transition is a psychological process and is the direct result of change. It involves a gradual re-orientation in order to adapt positively to the change.
Transitions…….
Transitions are normal, natural processes with specific actions individuals and organisations can take to effectively and efficiently move toward the new beginning.
Change and transition are interdependent —without successful transition, true change will be difficult or impossible.
Assessing and Plotting Leadership Style
Intentions and behaviours that underlie my self-rating?
Perceptions of others: intentions and behaviours they attribute to me?
Possible adjustments in my behaviour to increase my effectiveness?
Experiencing Personal Change
1. Before you knew the change was coming or needed . . .
2. In the earliest days of the change . . . when you are beginning to feel the effects of the change . . .
3. After the change is half-way complete . . .
4. After the change is complete . . . when you’re looking back on the path you’ve followed . . .
The Journey Through Change
Comfortand Control
Fear, Anger,and Resistance
Inquiry,Experimentation,
and Discovery
Learning,Acceptance, and
Commitment
LookingBack
LookingForward
Chaos
Stability
Characteristics of Comfort and Control
Comfortable Safe Everything’s fine Happy Satisfied No problems Positive Rewarding In control I’m okay, you’re okay!
People feel People feel comfortable, safe, and comfortable, safe, and
in control. They are in control. They are working hard — but working hard — but often on the wrong often on the wrong
things.things.
Characteristics of Fear, Anger, and Resistance
Frustration Anger Fearful Betrayed Upset Confused Challenged People feel frustrated, People feel frustrated,
angry, and fearful angry, and fearful about the change. about the change.
Performance deteriorates.Performance deteriorates.
Hostility Anxiety Self-doubt Lost Dazed
Characteristics of Inquiry, Experimentation, and Discovery
Confused Questioning Hopeful Opportunity Frustrated Disappointed Challenged Half-way there! Making progress
People want to make the People want to make the change work — on their change work — on their
terms as well as those of terms as well as those of the organisation — but they the organisation — but they don’t have clear answers.don’t have clear answers.
Going in all directions at once!
Searching for solutions Exciting! Innovation/creativity
Characteristics of Learning, Acceptance, and Commitment
Now I know! Energised Success! We made it! Relief Wow! Self-confidence Satisfied Comfortable What’s next?
People are focused on and People are focused on and excited about the future. excited about the future.
They begin working They begin working together to accomplish the together to accomplish the
change vision.change vision.
Getting Stuck in the Journey
When people get stuckhere . . .
It can lead to this . . .
Comfort and ControlComplacency and Obsolescence
Fear, Anger, and Resistance
Sickness and Avoidance
Inquiry, Experimentation,and Discovery
Anxiety and Lack of Integration
Learning, Acceptance, and Commitment
Gradual Drift “Backward” into Comfort and Control
In Your Small Group . . .
What specific actions can we take to help
– ourselves– others
along the emotional journey through change?
Leader Actions . . .
Comfortand Control
Fear, Anger,and Resistance
Inquiry,Experimentation,
and Discovery
Learning,Acceptance, and
Commitment
LookingBack
LookingForward
Chaos
Stability
Leader Actions
Create aFelt Need
for Change
Stabilizeand Sustainthe Change
Revise andFinalize the
ChangePlan
Introducethe Change
4
3
2
1
In Your Small Group . . .
What specific actions can we take to introduce, lead, and sustain a specific change in our organisation?
Identify actions that help you
a. Initiate or introduce the change.b. Respond to the emotional needs of
people at the respective stage.c. Meet the noted “key challenge.”
Resilience is . . .
The ability to successfully adapt to difficult or challenging life experiences
To overcome adversity and bounce back from setbacks…..
Al Sierbert- ‘The Resiliency
Advantage
Develop Your Resilience
Self-Assured Clarity of Personal Vision Flexible Organised Problem Solver Interpersonal Competence Socially Connected Proactive
In Your Small Group . . .
1. Discuss your reactions to and questions about resilience and its dimensions.
2. Identify three or four actions that leaders and individuals can take generally to develop and strengthen resilience in themselves and others.
Communication Strategy
Ensure all communication includes not only what’s happening, but also why and how
Be timely Link the big picture with the little picture Don’t tell people how they should feel Match the message to the medium Build a feedback loop into your strategy-actively
encourage people to provide upward and horizontal feedback
In Your Small Group . . .
What specific actions can we take to help
– ourselves– others
through the change process in the next 3, 6 and 12 months?
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