leadership programme asia pacific 2012 module 2 people and change – change models

Leadership Programme Asia Pacific 2012

Module 2

People and Change– Change Models

Leadership Programme Asia Pacific 2012 | Module 2 | No. 2

People and Change•‘Who Moved My Cheese?’•Kubler Ross change curve•Four Rooms of Change/Change House model


Our experience of change

• Organisations don’t change – people do• Change can be gradual or sudden, planned internally or driven by

external forces• Change can be transactional; however it be complex, painful,

traumatic, akin to bereavement and loss, and psychologically long-lasting

• On the other hand, change can be extremely positive, energising and life-changing

• The central challenge in achieving successful and sustainable change programmes is changing people’s attitudes and behaviours in a positive way


Leading change

Three important leadership rules:

• Rule 1 – People are different!

• Rule 2 – People are different!!

• Rule 3 – People are different!!!


People and change

• Some people always seem to be looking out for opportunities for change

• Some people get excited about change and can't wait to go into action mode

• Some people are fearful of change, and what change might bring; so they resist change, or deny it’s happening

• Some people learn to adapt when they see that change can lead to something better


People and change – ‘Who Moved My Cheese?’


‘Who Moved My Cheese?’

• Cheese is a metaphor for what we want to have in life – a different job, wealth, happiness, success, independence

• Cheese is what we think will make us happy. When circumstances take it away, different people deal with change in different ways.



• The four imaginary characters depicted in this story – the mice, Sniff and Scurry, and the little people, Hem and Haw – represent the simple and complex parts of ourselves when confronted with change



Key Ideas • The Maze Four characters live in a maze and look for cheese to nourish them and make them happy.

The maze is where you spend time looking for what you want. It may be the organisation you work in, the relationships you have in your life, or the community you live in.

• Parts of all of us Two of the characters named Sniff and Scurry are mice. They represent parts of us that are

simple and instinctive. Hem and Haw are the little people, representing those complex parts of us as human beings. Sometimes we are like Sniff, who anticipates change early by sniffing it out, or Scurry, who quickly scurries into action and adapts.

Maybe we are more like Hem, who denies change and resists it out of fear, or Haw, who learns to adapt in time when he sees something better. Whatever part of us we choose, we all share the common need to find our way in the maze of life and succeed in changing times.


‘Who Moved My Cheese?

The handwriting on the wall


Change Models•Kubler Ross change curve•Four Rooms of Change/Change House model


Kubler Ross change curve

• Based on a model originally developed in the 1960s by Elisabeth Kubler-Ross to explain the grieving process

• Widely utilised as a method of helping people understand their reactions to significant change or upheaval

• Kubler Ross proposed that this model could be applied to any dramatic life changing situation; by the 1980s, the change curve was a firm fixture in change management circles

• The curve, and its associated emotions, can be used to predict how performance is likely to be affected by the announcement and subsequent implementation of a significant change



NumbnessShock

Anger

Fear

Moving on

Depression

Denial

Understanding

Acceptance

Time

Mor

ale

& C

ompe

tenc

e



• Response emotions are grouped into three distinct transitional stages:• Shock & Denial• Anger & Depression • Acceptance & Integration

• Individual Reactions:• Each person reacts individually to change – not all will experience every phase.

Some people may spend a lot of time in stages 1 & 2, whilst others who are more accustomed to change may move fairly swiftly into Stage 3

• There is not right or wrong sequence; moving from stage 1 through stage 2 and finally on to stage 3 is most common

• Several people going through the same change at the same time are likely to travel at their own speed, and will reach each stage at different times


Stage 1: shock & denial

• The first reaction to change is usually shock. While frequently short lived, can result in:• A temporary slow down and loss of productivity• A sharp dip in performance• Individuals who are normally clear and decisive seeking more guidance and

reassurance• Agreed deadlines being missed

• After the initial shock has passed, it is common for individuals to experience denial• Focus tends to remain in the past – likely to be a feeling that as everything was OK

as it was, why does there need to be a change• People convince themselves that the change isn’t actually going to happen, or if it does,

that it won’t affect them• People carry on as they always have and may deny having received communication

about the changes, and may well make excuses to avoid taking part in forward planning


Stage 2: anger & depression

• After the feelings of shock and denial, anger is often the next stage. A scapegoat, in the shape of an organisation, group or individual, is commonly found

• Focusing the blame on someone or something else allows a continuation of the denial by providing another focus for the fears and anxieties the impact is causing

• The lowest point in the curve comes when the anger begins to wear off and the realisation that the change is genuine hits. Depression can often set in – morale can be low and levels of self-doubt and anxiety can rise

• Feelings during this stage can be hard to express; depression is possible as the impact of what has been lost is acknowledged


Stage 3: acceptance & integration

• After the darker emotions of the second stage, a more optimistic and enthusiastic mood begins to emerge – acceptance

• Individuals accept that change is inevitable, and begin to work with the changes rather than against them

• Now come thoughts of • Exciting new opportunities• Relief that the change has been survived• Impatience for the change to be complete

• Integration with the new has arrived!


Kubler Ross change curve example- being made redundant

• Denial – This can’t be happening to me, someone made a mistake, it will turn out ok, you’ll see

• Anger – After all my years of service, what do I get? I’ll show them they can’t do this to me and get away with it.

• Bargaining – So I had better get as much out of this as I can, I need to negotiate a settlement which is good for me.

• Depression – Now what am I going to do, I will never get another job. Don’t know what I want to do and I’m not qualified for anything else.

• Acceptance – Ok so this has happened, now I had better make the most of it. Get a new CV sign up for Head Hunters, turn looking for a job into a project


Four Rooms of Change model

• The Four Rooms of Change is a theory that deals with change – what happens with people and organisations in transition and how they can influence the change process by taking responsibility for their emotions and actions

• Developed by the Swedish psychologist, Claes Janssen, in the late 60s and 70s as part of his research on the dynamics of change

• Janssen described four rooms - or psychological states of mind:• Room of Contentment• Room of Denial• Room of Confusion• Room of Renewal


Four Rooms of Change model – later additions

• The Four Rooms of Change model was developed further by others over time with the addition of two more rooms:

• Cellar of Despair• Pit of Paralysis

• Now commonly referred to as the Change House model


Change House model

Room ofRenewal

Room ofContentment

Room ofConfusion

Room ofDenial

Cellar ofDespair Pit of

Paralysis

Revolving Door of Reality


Room of contentment

• Happy with things as they are – life as it is

• You love your job, and the people you’re working with

• You feel energised, focused, and in control

Change!


Room of denial

• Initially you focus on other things; submerge the pressures of change, or the urgency to change

• The pressure of change continues• Sooner or later you acknowledge

your feelings about the need for change

Beware descending into the Cellar of Despair


Room of confusion

• You feel neither here or there – the old way is unravelling; the new way ahead possibly unclear right now

• What do we keep doing? What do we change?

• The room is full of uncertainty, ambiguity, and rumours – reality is like a revolving door

Beware falling through the trap doorinto in the Pit of Paralysis


Room of renewal

• The room is full of possibilities; options, potential solutions

• Maybe a bit unstructured at first• You feel challenged, re-energised,

motivated, and empowered to implement change

• Time to move back into the Room of Contentment once again!


www.transformationalleadershipgroup.com

[email protected]

leadership programme asia pacific 2012 module 2 people and change – change models

Documents