skills building training - day 1 performance zones and curve of change

Bu proje Avrupa Birliği ve Türkiye

Cumhuriyeti tarafından finanse edilmektedir

IMPROVED STRATEGIC MANAGEMENT

CAPACITY PROJECT

October 2013

Change Management – Session 1

Jocelyne Rasé


Cumhuriyeti tarafından finanse

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Ground rules

• Confidentiality

• Willingness to fully participate to the full programme - play along

• Transparency - willingness to share experiences (+) & (-)

• Learning by doing, therefore by making mistakes

• Openness – listen to what you hear, be open to feedback

• Respect - when you give feedback, offer suggestions, not criticism

• Stop anytime of there is a language issue

• You don’t have to take notes – you will receive handouts

• Turn off your phone!!!!

• What else…. Would you like to add another rule?



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If you want

to go FAST,

go alone

If you want

to go FAR,

go together

Not everyone runs

at the same pace

We need to be

aligned



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Do you know each other?

• Introduce yourself

• Share you involvement with strategy work so far

in your institution? What did you actually do?

What would you like to do?



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Day One

General information about skills of trainers / Strategic Management Facilitators

• What are your expectations for this training?

• For this role?

Reminder of the context

• What is the Reform about?

• What is the role of Strategic Management Units?

• What works? What needs improvement?

Why Change?

• The world has changed

• The mindset of ongoing Continuous Improvement, what does it mean?

Performance zones

• The learning curve

• How people cope with change

Organisational change management

• Steps and contribution



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Groupwork:

• What was the purpose of the Reform? – the PFMC

Law 5018

• What is the role of the SDU - Strategic

Development Unit?

• How do you relate and interact with the MoD –

Ministry of Development and the MoF – Ministry of

Finance?



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Comfort zone

Panic zone

Strech zone

Dead zone

Per

form

ance

zon

es -

Atti

tude

tow

ards

cha

nge



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Time

Mot

ivat

ion

-P

erfo

rman

ce

Panic zone

Boredom

Disillusion

Fatigue

Demotivation

Stimulation

Energy

Idealism

Excitement

Resilience

Stretch zone

Illness

Exhaustion

Breakdown

Burnout

DEAD ZONE

Comfort zone

The normal curve of change

Temporaty incompetence



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You need to…

• Identify the performance zone – your own and your

colleague’s

• Where are you and your colleague on the curve?

• Change styles depending on where the person is on

the curve (i.e. from being directive to coaching)

• In which performance zone your Ministry is, in

regards to Strategic Management?

P.S. This training might put you in a panic zone



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Time

Mot

ivat

ion

-P

erfo

rman

ce

Panic zone

Boredom

Disillusion

Fatigue

Stimulation

Energy

Idealism

Excitement

Resilience

Stretch zone

Comfort zone

1 2 3 4 5 Coaching 6 7 8 9 10

10 9 8 7 6 Being directive 5 4 3 2 1

Illness

Exhaustion

Breakdown

Burnout

DEAD ZONE



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Game about Change!

Making 10 changes to your physical appearance + 15 changes

• Pair the members of the group

• Ask them to look at each other in silence for 1 minute

• Ask them to turn around and make 10 changes to their physical appearance

• Tell them to face each other again and identify the 10 changes the other person made

• Ask them to write down their compliance rate and success rate on a post it

• Ask them to turn around and make an additional 15 changes to their physical

appearance

• Tell them to face each other again and identify the 15 extra changes the other person

made

• Observe the interaction and the reaction to "the 15 additional changes”

• Record the level of compliance + the success rate agina and compute the average

for the group.



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Debrief - Game about Change

• Looking at someone for 1 min is uncomfortable

– If it is not uncomfortable, it is not change

– You must be willing to face the facts, even if it is uncomfortable – look at the situation the way it really is -

before you change, if you want to compare later on

• You started by removing things – taking away what you had on you

– Change is always experienced at first as a loss

• How did you feel when you were asked to do more?

– There is always a sense of too much – Panic Zone

– Temptation to give up (Dead Zone) or rebel – how does that impact your performance?

• Then you started putting more things on

– You taking on too many things and it feels overwhelming

• Once the exercise is over, you go right back to the old ways

Lessons learned:



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Why didn’t you….?

• Ask for more time - if you needed it - to improve your success rate?– Negotiate the terms of the assignment

• Use the resources available to you? – Look around to see what’s available & see that other people are in a similar

situation

• Try to be creative, even if it makes you look ridiculous?– Be willing to appear strange – to stand out of the crowd – to be different

• Talk to each other?– Communicate on what you are doing

• Help each other?– Be willing to share and ask for help – to combine forces

• Step out of the room to get additional materials to help you?– Leave your confined comfortable setting to see what’s out there



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Are you

stepping

IN

or

OUT?

Change is like going through a door



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You have to leave A to go to B

A B

?

Neutral Zone



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A

ENDING

Leave the situation behind

NEUTRAL ZONE

Between old and new reality

B

BEGINNINGNew understanding,

new attitudes, new ideas,

new behaviors

• What exactly has changed?

• What exactly is over?

• How can I keep in touch?

• What remains the same?

• Are you tempted to fall

back on status quo?

• Are you fluctuating

between wanting &

resisting the change?

• Are you alone in this?

• What exactly will change?

• What does it look like?

• Are you predicting success or

failure?

• Are you meeting people who

are positive?

Shock Anxiety Relief – the decision has been made

Denial Confusion Curiosity

Anger De-motivation Excitement

Resentment Loss of productivity Confidence

Nostalgia Ambivalence Commitment



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Facts about Change• Different people have different reactions to change

Everyone has fundamental needs that have to be met .

The key question for everyone involved is ALWAYS: “What’s in it for me?”

• The cooperation of the people around you, who must implement the change

with you, greatly determines the success or failure of the initiative A “few”

people and groups are almost always pivotal to a smooth and effective

change implementation

• Leadership – initiative – innovation – collaboration – working together

are the key factors to successful change management

• A clear plan of action is needed for each group/individual who needs to

influence others

• Communication and support are key ingredients when implementing

change



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Why Change?



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The Fallacy of Status Quo

It’s not that bad…

If you don’t do anything, things will stay the same…



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The world has changed…



edilmektedir Darwin’s Tree of life – seeking for a universal structure - 1809-1882

MAMMALS

VERTEBRAES

INVERTEBRAES

BACTERIA

ORGANISATION

of facts,

of elements,

of knowledge

VALUES

Order

Categories

Sequences

Patterns

Unity



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The Organisational Tree ModelCONTROL

of processes

of knowledge

of resources

of people

VALUES

Hierarchy

Loyalty

Respect for chain of command

Competition

Organisation



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How fast

do you climb

the

ladder

of

success?

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=wddqH2ylGU3fIM&tbnid=e1EU2W5sxS7FyM:&ved=0CAUQjRw&url=http://english.president.gov.tw/Default.aspx?tabid=476&ei=c0ufUYSFO-ic0QWt7IG4Bw&bvm=bv.47008514,d.d2k&psig=AFQjCNHmm8gpvYlZuCOEyIOV7TBPzlfVWA&ust=1369480404126984

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=wddqH2ylGU3fIM&tbnid=e1EU2W5sxS7FyM:&ved=0CAUQjRw&url=http://english.president.gov.tw/Default.aspx?tabid=476&ei=c0ufUYSFO-ic0QWt7IG4Bw&bvm=bv.47008514,d.d2k&psig=AFQjCNHmm8gpvYlZuCOEyIOV7TBPzlfVWA&ust=1369480404126984



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The Internet made the world smaller and messier

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=hDv5e7lgfKG5gM&tbnid=hcaqHzx4sTyjnM:&ved=0CAUQjRw&url=http://internet-chine.blogspot.com/2010/08/internet-ce-nest-pas-le-web.html&ei=7kGfUayMKI7z0gXO4YGIAQ&bvm=bv.47008514,d.d2k&psig=AFQjCNF-oo8jQ-ASgNxbflUmEzGuy6tQQg&ust=1369477985193575

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=hDv5e7lgfKG5gM&tbnid=hcaqHzx4sTyjnM:&ved=0CAUQjRw&url=http://internet-chine.blogspot.com/2010/08/internet-ce-nest-pas-le-web.html&ei=7kGfUayMKI7z0gXO4YGIAQ&bvm=bv.47008514,d.d2k&psig=AFQjCNF-oo8jQ-ASgNxbflUmEzGuy6tQQg&ust=1369477985193575

http://www.osti.gov/ostiblog/sites/www.osti.gov.ostiblog/files/post_images/ComputerIntegration.jpg

http://www.osti.gov/ostiblog/sites/www.osti.gov.ostiblog/files/post_images/ComputerIntegration.jpg



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Towards Networked Organisations



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VALUES

• Cooperation

• Complexity

• Sharing

• Continuous Improvement

• Thinking outside the box

• Entrepreneurship –

volunterring your

contribution

• Flexibility

• Adaptability

• Determination

• Learning agility

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=PLLmT5ns_-S99M&tbnid=Bfq359gCzH-nYM:&ved=0CAUQjRw&url=http://commons.wikimedia.org/wiki/File:Wikipedia-logo-en-big.png&ei=X0GfUbODN4Go0AWtvYD4DA&bvm=bv.47008514,d.d2k&psig=AFQjCNEQ4ei1GAXb8uHYqLHWR3NpFjtKUw&ust=1369477847668193

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=PLLmT5ns_-S99M&tbnid=Bfq359gCzH-nYM:&ved=0CAUQjRw&url=http://commons.wikimedia.org/wiki/File:Wikipedia-logo-en-big.png&ei=X0GfUbODN4Go0AWtvYD4DA&bvm=bv.47008514,d.d2k&psig=AFQjCNEQ4ei1GAXb8uHYqLHWR3NpFjtKUw&ust=1369477847668193



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Times have changed....

15 November 2013 27



edilmektedir from This to ThaT



edilmektedir Change of mindsetFROM TO

• Tree model Web model (the internet)

• Being told what to do Being proactive – being an active contibutor

• Focus on control Focus on results & performance

• Rigidity Innovation & flexibility - openness to new ideas

• Ownership of methods, processes Sharing best practices

• Silos Use of all resources available

• Telling people what to do Getting people engaged and motivated

• Bureaucracy Empowerment & more delegation

• Suspicion Trust

• Predicitbility Flexibility

• Uniformity Diversity

• Certainty Uncertainty

• Strong cultural identity Being aligned with international practices



edilmektedir The purpose of Change:

Operational Excellence

OE = E² + CIEfficiency Continuous

& Effectiveness + Improvement

15 November 2013 30



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EfficiencyMeeting objectives - are you doing things right?

Ratio between objectives & results - measurable

SPEED & COST

+

EffectivenessMaking best use of resources available

– to work SMARTER – are you doing the right things?

Ratio between accomplishments & resources used

QUALITY



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32

Efficient

but not Effective

80/20



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The Pareto Principle

20/80 Rule

• 20% of the effort - if it is focused & proactive - will

generate 80% of the results = long term sustainability

• 80% of unfocused effort (reactive) generates only

20% of the results = quick fix results, but ineffective

& demotivating on the long term

15/11/2013 33



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Organisational change



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You are NOT alone!!!!!

We want people who …

• Have the right mindset – Continuous Improvement

• Understand the normal process of change

• Understand human psychology when it comes to change

• Can anticipate resistance and cope with it

• Are clear about their own sense of purpose – what they stand for

• Who can communicate briefly and concisely to all levels in the

institution the importance of Strategic Management

• Can explain clearly what SM is about

• Can make full use of the resources available to them



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It’s time to change your point of view



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Change is a process…

37

Current

State

Future

State

TIME

Optimism/Relief

Shock

Denial

Anger

BargainingAdapting

Testing

Acceptance



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Time

Denial

Unconscious

Incompetence

Evidence:

Explains away

feedback

Appears not to care

Cautious

Passive

Guarded

Resistance

Conscious

Incompetence

Evidence:

Disagrees with

feedback

Withdrawn

Hostile

Angry

Difficult to talk to

Acceptance

Conscience about

Incompetence

Evidence:

Willing to receive feedback

Anxious

Confused

Guilty

Aware

Worried

Exploration

Conscious

Competence

Evidence:

Interested in feedback

Takes risks

Questions

Increasingly aware

Open

Commitment

Unconscious

Competence

Evidence:

Comfortable with feedback

Lacks fear

Energised

Confident

Takes ownership

Evidence:

Seeks feedback

Tests new ideas (creative)

Trusts own ideas (intuitive)

Uses more than one way (flexible)

Re-visits earlier phases (confident)

Evaluates self

Growth

Controlled Unconscious /

Conscious Competence

Per

form

ance

Directing

Approaches:

Tell

Inform

Ask questions

Provide feedback

Understanding

Approaches:

Instruct

Show

Listen

Observe

Ask questions

Provide feedback

Supporting

Approaches:

Help to manage symptoms

Counsel

Set short-term goals

Ask questions

Provide feedback

Encouraging

Approaches:

Review /Reinforce

Provide advice on:

- Setting medium-term

& long-term personal

and business goals

- Testing how

much control

- Dealing with

problems

Ask questions

Provide feedback

Facilitating

Approaches:

StretchShare ideasOffer AdviceAsk questionsProvide feedback

Mentoring

Approaches:

Challenge Available for adviceSounding boardHelp to develop new ideasHelp to evaluateAsk questionsProvide feedback

Training - Coaching is:

Stages of Change



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4 topics identified• How to get engagement and support from the under secretary of

your institution? What actions would take?How would you do it?

• How to make more coherent the various SM documents.

Which ones? and how?

• Choose 3 strategic areas relevant to your institutions and define the

main priorities and the KPIs – Key Performance Indicators - for each

of them

• What measures would you take to improve the SM capacity in your

institution

• Lack of incentives for implementing SM , beyond BAU – regular work

duties



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Time

Denial

Unconscious

Incompetence

Evidence:

Explains away

feedback

Appears not to care

Cautious

Passive

Guarded

Resistance

Conscious

Incompetence

Evidence:

Disagrees with

feedback

Withdrawn

Hostile

Angry

Difficult to talk to

Acceptance

Conscience about

Incompetence

Evidence:

Willing to receive feedback

Anxious

Confused

Guilty

Aware

Worried

Exploration

Conscious

Competence

Evidence:

Interested in feedback

Takes risks

Questions

Increasingly aware

Open

Commitment

Unconscious

Competence

Evidence:

Comfortable with feedback

Lacks fear

Energised

Confident

Takes ownership

Evidence:

Seeks feedback

Tests new ideas (creative)

Trusts own ideas (intuitive)

Uses more than one way (flexible)

Re-visits earlier phases (confident)

Evaluates self

Growth

Controlled Unconscious /

Conscious Competence

Per

form

ance

:

Directing

Approaches:

Tell

Inform

Ask questions

Provide feedback

Understanding

Approaches:

Instruct

Show

Listen

Observe

Ask questions

Provide feedback

Supporting

Approaches:

Help to manage symptoms

Counsel

Set short-term goals

Ask questions

Provide feedback

Encouraging

Approaches:

Review /Reinforce

Provide advice on:

- Setting medium-term

& long-term personal

and business goals

- Testing how

much control

- Dealing with

problems

Ask questions

Provide feedback

Facilitating

Approaches:

StretchShare ideasOffer AdviceAsk questionsProvide feedback

Mentoring

Approaches:

Challenge Available for adviceSounding boardHelp to develop new ideasHelp to evaluateAsk questionsProvide feedback

Training - Coaching is:

Influencing through Change



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Signs of Denial and Resistance

What we Hear• What problem?• I don’t care• Not my problem!• It doesn’t matter• It’s a short-term issue• I’ve always done it this way• My team are great as they are• Others are worse• We don’t need to change• You don’t understand• I know my people• My function is different

What we See• Defend the past

• Defend the present

• Aggressive

• Make excuses

• Put others down

• Kill the messenger…

…but miss the message

• Blame everyone else

• Don’t listen

• Tell stories about past glories

• Hide away



edilmektedir Moving out of Denial and Resistance

What you might achieve:• They start to think about the issue /

challenge

• They accept that something needs to

be done

What you should NOT expect

yet:• They will see the way forward as

clearly as you

• They understand what has to be done,

and their role in it

Possible actions:• Explain expectations

• Set / clarify some targets

• Define some performance indicators

• Provide evidence and give feedback about

performance

• Get feedback from others

• Challenge their assumptions – ask questions

• Get people to visit other sites

• Explain the “big picture”

• Listen and show respect for their past: avoid blame

• Don’t offer detailed solutions yet

• Look for small early successes – quick wins



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Signs of Acceptance and Exploration

What we Hear• How did I get into this mess?

• What have I done wrong?

• It’s all my fault

• What’s happening?

• Tell me how to fix it

• Help!

• What can I tell my team?

• There must be a better way

• What can I do?

• What else can I do?

What we See• Little sense of direction

• Insecure

• Tentative / cautious / slow

• Looking for direction

• Seeking reassurance

• Seeking solutions

• Using resources

• Testing out options



edilmektedir Moving on from Acceptance and Exploration

What you might achieve:• They understand what needs to be

done,

• Accept their roles and responsibilities

in it

What you should NOT expect

yet:• People stop talking about “the good old

days”

• People never slipping back

Possible actions:• Provide vision and overall direction…

• …but encourage them to work out how to get

there

• Encourage them to set themselves goals

• Encourage open expression of feelings, positive

and negative

• Emphasise the positives in what you see

• Focus on concrete, achievable first steps

• Give fast feedback about results

• Reward desired new behaviours

• Ensure systems and processes support the new

approach

• Encourage experiments



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Signs of Commitment and Growth

What we Hear• Let’s just do it

• I can do that

• Now I understand it

• This is easy

• I don’t really miss it now

• It’s been tough, but I did it

• I’m / we’re stronger now

• It’s better than I expected

• How am I doing

• How could I do this better

What we See• Accept responsibility

• Renewed energy, enthusiastic

• Communicative

• Listen

• Willing to learn

• Happy to trust

• Work independently

• Confident and take risks

• Flexible, creative

• Set stretch targets

• Challenge ourselves



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Maintaining Commitment and Growth

What you might achieve:• People understand that development

and change is never-ending

• They are energised for continuous

improvement

What you should NOT expect:• Nobody will ever slip back

• Nobody will ever get complacent

Possible actions:• Constantly “raise the bar”: increased

targets

• Keep providing feedback

• Celebrate successes

• Keep asking questions

• Use 360° feedback continuously

• Encourage learning and self-

development

• Don’t punish unsuccessful experiments

• Be alert for “Unconscious

incompetence”

• Job rotation



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Exercise in sub groups

• At which stage of development is your Ministry

when it comes to Strategic Management?

• Are all people at the same stage?

• How can you address the different people in a more

effective manner?



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48

The importance of being aligned



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Play the same music



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Role & Responsibilities of the SM Facilitators

Be an active contributor and initiator to…

• Organise meetings – formally & informally with the Ministry of Finance

and the Ministry of Development and Operational Managers

• Run workshops & training sessions

• Work closely with Technical Working Team

• Coordinate services

• Work together – share best practices, experiences, difficulties to

promote CHANGE

• Encourage linkage, collaboration, interactions to avoid silos and

duplication of services

• Promote the concept of working together

• Managing up – building alliances, getting sponsors



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4 topics identified

• How to get engagement from upper management

• How to create linkage and interaction between planning,

budgeting, etc.

• Define Key Performance Indicators for SM

• Need to improve the SM capacity in the institutions



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See you tomorrow…

skills building training - day 1 performance zones and curve of change

Education