HOW DO YOU EFFECT CHANGE

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HOW DO YOU EFFECT CHANGE?
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Workshop Outline

• Checking In
• Theories of change management
• Organisational change model (Bridges, 1991)
• - Personal Organisational change model (ADKAR,
  1998)
• Some change management tools to help
• Influencing others and spreading improvement
• - Push / Pull (Covey)

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Warm Up

• Introductions (name, areas of responsibility)
• Something I have changed recently and why

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Personal response to change

• What is change?
• What is your typical reaction to change?
• What is your best contribution in times of
  change?
• What irritates or concerns you during change

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Human Response to Change
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Emotional Effects of Change
Relief Now, after all the rumours, at
least I know Shock Feel frozen,
unable to decide anything Denial Well,
Im sure its not going to be as bad as everyone
thinks Anger Go from annoyed to
enraged Bargaining If I just do this, then
maybe. Guilt This is my fault, if
only I hadnt Panic Anxiety attacks
racing heart and thoughts Depression
Little energy, few ideas, poor focus Resignation
Theres nothing I can do I just have to keep
going. Acceptance I can see these changes
are necessary and will probably be
beneficial Building I can see some ways
I can contribute and how my ideas
could help Opportunity Im excited about the
possibilities this is fun!
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Change is not the same as Transition

• Change is situational the new site, the new
  structure, the new team, the new role, the new
  procedure.
• Transition is the psychological process people
  go through to come to terms with the new
  situation.
• Remember change is external, transition is
  internal (Bridges, 1991)

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Things change People make transitions
...while the first task of change management is
to understand the destination and how to get
there, the first task of transition management is
to convince people to leave home. Youll save
yourself a lot of grief if you remember
that. William Bridges, 1991 Three Stage Model
of Organisational Change Transition
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Transitions

• 3 natural and predictable stages
• - Endings
• - The Neutral Zone
• - Beginnings

• Individuals will move through stages at
  different speeds

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Understanding Transition (Bridges, 1991)
1. Endings 2. The neutral zone -
3. New beginnings
Adapted from William Bridges, Managing
Transitions
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Transitions Endings All transitions start with
endings

• When we acknowledge that things have to go
• When we recognise something is lost
• Endings are often accompanied by a sense of loss
  and subsequent resistance
• When endings take place, people get angry, sad,
  frightened, depressed and confused

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Transitions Endings

• These emotional states can be mistaken for bad
  morale, but actually they are signs of grieving,
  the natural sequence of emotions which people go
  through when they loose something
• Such as

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Transitions Endings

• Loss of Attachments
• Loss of Turf
• Loss of Structure
• Loss of a Future
• Loss of Meaning
• Loss of Control
• The primary fear is of the unknown
• It is important to remind people that the ending
  stage is only the beginning of a transition

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Transitions Endings
You can help to manage endings for yourself and
others by.
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Managing Endings Dealing with Transitions -
Checklist

• Ask 3 key questions
• What is going to change?
• Sell the problem the need before you try to
  sell the solution (Bridges1991).
• Successful leaders take a complex change and make
  it easily understood to people who have to make
  the changes work
• 2. What will actually be different because of the
  change?
• What will be different when the change is
  implemented
• How will this change peoples lives and jobs

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Managing Endings Dealing with Transitions
Checklist

• Questions 1. 2. concern the change the shift
  in the situation. But the transitions the
  psychological reorientation people must go
  through to make the change work doesnt start
  with a new situation
• It starts when people let go of their old
  situation. Endings come first. You cant do
  something new, until you let go of what you do
  now -
• 3. Whos going to lose what?
• Even transitions that come from good changes
  begin with losses letting go of the old way is
  experienced as a loss

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Managing Endings Dealing with Transitions
Checklist
Why some leaders resist asking Who will loose
or has lost what?

• "That's negative ...We want to be positive about
  this change."
• "Let's don't talk about what is ending. What we
  want them to understand is the new things that
  are beginning."
• "It isn't as though they were going to lose
  their jobs. It's just a reorganization, for
  heaven's sake
• "If we talk about losses, we'll just trigger off
  a lot of bitching and moaning," or that "I don't
  think that loss-stuff has even occurred to them.
  We don't want to be putting ideas into their
  heads."

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Managing Endings Dealing with Transitions
Checklist

• Dont have the mistaken idea that the best way
  to get people through a transition is to deny
  that they are even in one
• The best way to get people through transition is
  to affirm their experience and to help them to
  deal with it
• If you deny endings and losses and act as
  though they do not need to let go of anything,
  you sow the seeds of mistrust - that simply
  convinces people that you don't understand or
  care about them (Bridges 1991)

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Managing Endings Dealing with Transitions
Checklist

• Asking these 3 questions opens the door to
  transitions (Bridges 1991)
• It brings issues out, builds trust and
  understanding, and gives people a way to move
  forward
• Understand how the world looks to people
  LISTEN, rather than telling them where they
  ought to be and youll bring people along with
  you
• If you deny endings and losses and act as though
  they do not need to let go of anything, you are
  sowing the seed of mistrust
• - Treat the past with respect
• - Information and communication are key

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Understanding Transitions
Adapted from William Bridges, Managing
Transitions
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Transitions Neutral Zone

• The least understood and most perplexing
  transition
• Between trapezes/No mans land
• - old is finished but new isnt here yet
• In limbo feelings fluctuating between
  excitement about new opportunities and
  uneasiness, wanting to return to the old familiar
• Uncomfortable sometimes denied or rushed
• Potential for great creativity

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Managing the Neutral Zone - Checklist

• Get people involved in planning for the future
• Acknowledge the difficulties people are facing
• Affirmation and praise of colleagues and peers
• Information and communication is key

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Transitions New beginnings

• Success depends on attention to previous stages
• People need to know their roles and
  responsibilities in the new system
• Where issues are ignored, people mourn for a
  long time, hark back to good old days, continue
  to believe new arrangements wont work

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Beginnings establish once and for all that an
ending was real Bridges, 2001
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If you dont address the emotional effects of
change What tends to result is a sad and angry
organisation populated by depressed
survivors David Noer- Healing the Wounds
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Understanding Transition (Bridges, 1991)
1. Endings 2. The neutral zone -
3. New beginnings
Adapted from William Bridges, Managing
Transitions
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• Apply Bridges model to a business change that
  you have managed in the past
• What would you do differently?
• Feedback to the group

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Goal Orientated Change Management Model ADKAR
(1998)

• ADKAR allows change management teams to focus
  and align their activities on specific business
  results or goals
• Awareness
• Desire
• Knowledge
• Ability
• Reinforcement

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Goal Orientated Change Management Model ADKAR
(1998)

• e.g.
• Awareness of the business reasons for change,
• is a goal of early communications related to a
  business change
• Desire to engage and participate in the change
• is the goal of sponsorship and resistance
  management
• Knowledge about how to change
• is the goal of training and coaching
• By identifying the required outcomes or goals of
  change management, ADKAR can be a useful
  framework for those managing change in the
  planning and execution of their work

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Goal Orientated Change Management Model ADKAR
(1998)

• Goals/outcomes defined by ADKAR are sequential
  and cumulative
• each element must be obtained in sequence in
  order for a change to be implemented and
  sustained

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ADKAR Uses

• For Managers
• Identify gaps in change management process
• Provide effective coaching for their employees
• To do this ADKAR can
• Diagnose employee resistance to change
• help employees transition through the change
  process
• Create a successful action plan for personal and
  professional advancement during change
• Develop a change management plan for their
  employee

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ADKAR Uses

• ADKAR has the ability to identify why changes
  are not working and help you take the necessary
  steps to make the change successful
• The following shows ADKAR in tandem with the
  standard elements of business change that
  managers feel most comfortable managing

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Underlying Framework for Change Initiatives
Business Dimension
Successful change
Phases of a change project

• Post-implementation

Implementation
Concept and Design
Business Need
Awareness Desire Knowledge Ability
Reinforcement
Phases of change for employees
People Dimension
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People Dimension of Change

• Research highlights
• - The people dimension of change is the most
  commonly cited reason for project failures
• Effective change management with employees is
  listed as one of the top three overall success
  factors for the project
• Helping managers be effective sponsors of change
  is considered the most critical success factor

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People Dimension of Change

• Effective management of the people dimension of
  change requires managing 5 key goals that form
  the basis of the ADKAR Model
• Awareness of the need to change
• Desire to participate and support the change
• Knowledge of how to change (and what change
  looks like)
• Ability to implement the change on a day-to-day
  basis
• Reinforcement to keep the change in place

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The Power of ADKAR

• It creates a focus on the first element that is
  the root cause of failure
• This results orientated approach helps focus
  energy on the areas that will produce the highest
  probability for success
• ADKAR can help you plan effectively for a new
  change or diagnose why current change is failing
• It can be used for organisational and personal
  change in a results orientated way

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ADKAR

• Exercise
• Apply the ADKAR model to a personal change
  situation

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Some leadership tools to help you through the
transition
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Be Proactive
Circle of
Circle of Concern
Circle of Influence
Circle of Influence
Concern
NEGATIVE FOCUS (Negative energy reduces
the Circle of Influence)
PROACTIVE FOCUS (Positive energy enlarges
the Circle of Influence)
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Being Proactive

Reactive Language Proactive Language ____________
____________________________________________ Ther
es nothing I can do Lets look at our
alternatives Thats just the way I am I can
choose a different approach He makes me so mad I
control my own feelings They wont allow that I
can create an opportunity I have to do that I
will choose an appropriate response I cant I
choose I must I prefer If only I will
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Making Change Happen

Source Sarah Fraser
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Making Change Happen

• Exercise
• In groups of 4 discuss a work change that went
  well or didnt succeed
• Using Fraser model identify what contributed to
  the outcome?

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The Change Equation
D V C gtR
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Resistance

• Is Normal
• Is not usually deliberate or destructive
• Is part of the personal transition
• process
• Can be useful to raise issues not previously
  considered or aired
• May resist this change but become early adopters
  of others
• Focus on DVC

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(No Transcript)
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Influencing or.. winning hearts and minds

• Set a clear, positive goal
• Think positively and be proactive
• Make your goal personally compelling
• Dovetail your goal with others' goals
• Plan your campaign

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Diffusion of Innovations Rogers 1985
Start here
Innovator early early majority late
majority laggards adopter
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Push v Pull Influencing Cycle
Adopted from Covey
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Push Styles

• Persuading
• Proposing i.e. putting forward ideas,
  suggestions, recommendations
• Reasoning i.e. giving reasons/facts to support
  position or disagreeing/casting doubt on ideas or
  positions of others
• Asserting
• Stating expectations
• Evaluating performance
• Applying incentives and pressures

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Pull Styles

• Bridging
• Establishing rapport/empathy
• Involving supporting
• Active listening
• Disclosing
• Seeking understanding
• Attracting
• Visioning
• Finding common ground

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Habit 5, Covey

• seek first to understand then to be understood

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• Why dont we agree to communicate until we
  find a solution we both feel good about (Covey)
• Let me listen to you first.
• When both people want to be understood
  simultaneously, we call it the collective
  monologue the dialogue of the deaf. Theyre not
  really listening, they are either speaking or
  preparing to speak.

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Seek first to understand involves a paradigm
shift

• People deepest need is to be understood. Once
  they are understood, they relax and become open
  they feel appreciated
• Peoples habit is to proscribe from their own
  autobiography

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The Push / Pull Model
PULL Responsive
PUSH Assertive
Actively listening
Exploring
Views opinions
Expressing feelings
Building on common ground
Stating what I want
Openness
Incentives pressures
I change without valid reasons
I put you down lightly
I ignore your needs/opinions/views
I change before I need to
AGGRESSIVE Fight
PASSIVE Flight
I put myself down
I dismiss you
I attack you
I run away
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The Push / Pull Model
Positive Behaviours
PUSH Assertive
PULL Responsive
Actively Listening
Exploring
Expressing feelings
Views Opinions
Building on common ground
Stating what I want
Incentives Pressures
Openness
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The Push / Pull Model
Assertive
Views Opinions
Expressing feelings
Stating what I want
Pushing Behaviours
Incentives Pressures
I put you down lightly
I ignore your needs/opinions/views
I dismiss you
Aggressive
I attack you
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The Push / Pull Model
Responsive
Actively Listening
Exploring
Building on common ground
Openness
Pulling Behaviours
I change without valid
reasons
I change before I need to
Passive
I put myself down
I run away
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The Push / Pull Model
Negative Behaviours
I put you down lightly
I change without valid reasons
I ignore your needs/opinions/views
I change before I need to
I dismiss you
I put myself down
I attack you
AGGRESSIVE Fight
PASSIVE Flight
I run away
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Push Pull Influencing Exercise
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Influencing Dos

• 1. Put your main effort into trying to understand
  the other person
• Listen, and show you are listening
• Know yourself understand how you appear to
  others
• Ask open questions and listen carefully to the
  answers.
• Create rapport with the other person
• Let people find their own solutions
• Develop a range of styles appropriate to the
  occasion
• Stay open to being influenced yourself.
• Act on the belief that you have the right to be
  heard
• 10. Create common ground through your enthusiasm
  and your focus on the positive

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Influencing Donts

• 1. Starting with a fixed position
• 2. Shouting and finger-jabbing
• 3. Interrupting with your own views
• 4. Talking more than you listen
• Relying logic and data
• Being determined not to be influenced yourself
• Making assumptions
• Never asking for feedback
• 9. Giving advice
• 10. Leaving other people to guess what you want

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Building Trust
High
Extent to which I believe you care about me
low
High
Extent to which I think you are competent and
capable
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Key Points to Promoting Change
Be clear about what the issues are why
improvements are needed, sell the
benefits Actively listen Promote
discussion Address the issues Be honest, open
visible Acknowledge reactions concerns Offer
support reassurance
Stage 1 Resistance
Answer the questions in as much detail as
necessary Keep the goal in sight (restate it
clearly) Get short term objectives
underway Involve everyone possible Maintain
existing standards Remain approachable
encourage dialogue Educate train
Stage 2 Confusion
Encourage others to recommend adjustments to the
change Establish new procedures policies Keep
open lines of communication Maintain focus on
long term goals Encourage creative
thinking Promote participation involvement
Stage 3 Integration
Draw on teamwork Reward good adequate
performance Celebrate success Maintain the raised
levels of energy Be aware of new needs for change
Stage 4 Commitment
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And Finally

• Thank you for your contribution and time
• NB Workbooks

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