Presented By Dee Roche The key models and stages of change - - PowerPoint PPT Presentation

The Key to Leading People through Change

Presented By Dee Roche

Discuss the differences between change & transformation

Showcase a range of change models Understand

• ur reaction

to change 3 Takeaways

• The key models and stages of

change

• The emotional reaction to the

change cycle that human beings undergo during change and the relevant feelings and behaviours that relate to the resistance and commitment to change

• The 8 Steps to Leading Change
• The generic responsibilities and

accountabilities for managing change as leaders and managers at UWA

What is Change?

The only person who likes change …is a baby with a wet diaper Mark Twain

• 1. Is your current style and approach to change

producing the results you want?

• 2. What impact do you want to have on others as you

work?

• 3. What strengths do you have that you want to build
• n as you create your new way of working and

leading?

• 4. How will you build your own and others’ capacity

for change?

What Can I Do To Deal with Change? ….the questions to think about…..

The Nature of Change is Changing!!!

• Faster than before
• Of larger magnitude than before
• More disruptive than before
• Harder to predict
• More complex

• 1. Over 1500 face-to-face interviews—the largest known

study of its kind with CEOs from companies of all sizes across 60 countries, representing 33 industries.

• 2. CEOs report complexity of operating in an increasingly

volatile and uncertain world is their primary challenge.

• 3. Asked how are leaders dealing with this level of complexity
• 4. CEOs feel ill-equipped to succeed in this drastically

different world.

• 5. Focused on the strategies which are the most successful
• rganisations are employing to tap into new opportunities,

and overcome the barriers to growth.

How is your workplace changing?

• What word(s) comes

to mind when you think about change?

• Write down words

that relate to your feelings about change.

The Fundamentals…. The Nature of Planned Change

Transition management: The Process and the Emotions

Change …… External Process of change

the situation, what happens

Transition ……Internal Emotional Experience

• f the change

the psychological process that people go through to come to terms with the new situation.

Bridges (1995)

Like the journey of the chrysalis in becoming a butterfly, systemic change and transformation is:

• deep and pervasive
• affects the whole system
• is intentional
• ccurs over time
• and creates a future system

that is substantially different than the current system ….that is, the system must be transformed to perform within its different world.

Change is external Transition is internal

Calm waters metaphor

Incremental Change or Evolutionary – change in small steps …one equilibrium state to another …..takes time.

White-water rapids metaphor.

Discontinuous or radical change – ‘frame-breaking’ change , new ways of doing business, dynamic.

How do you react to change?

Out of Vision? Out of Fear?

…of the Possibilities …of past experiences

What is the difference between change and transition? Change is external Transition is internal

The most important lessons learnt from all change initiatives… that despite the thousands

• f tools available…

do not neglect or underestimate the dynamic

• f personal and organisational

transition that determines the change effort.

Lewin's three-step model - old activities must be unfrozen, a new concept introduced, then new activities frozen

This step usually involves reducing those forces that maintain the

• rganisation’s

behaviour at its present level. This step shifts the behaviour of the

• rganisation,

department or individual to a new

• level. It involves the

development of new behaviours, values and attitudes through changes in

• rganisational

structures and processes. This step stabilises the organisation at a new state of

• equilibrium. It is

frequently accomplished through the use of supporting mechanisms that reinforce the new state.

Ref: Waddell, M.D.; Cummings, T.G. & Worley, C.G. (2007) Organisational Development and Change. Cengage.

Lewin’s Change Model

Ending, Losing, Letting Go The Neutral Zone The New Beginning

Disengagement Dismantling Disenchantment Disorientation Retreat and renewal Wandering time Seeking solitude Inner reorientation Translating insight and ideas into action The process of return – reintegration of new identity

Bridges’ Transition Model Transition, which differs from change, consists of three phases: Ending, Neutral Zone, and New Beginning

DENIAL COMMITMENT Internal/Self External/Environment RESISTANCE EXPLORATION

Ref: Scott and Jaffe (1995) Elizabeth Kubler-Ross (1969)

Future Past

Emotional Reaction to Change

Denial Resistance Anger Bargaining Depression Acceptable Action Imagine Adjust Achievement Productivity Progress

Loss Gain

The Tale of Present and Future

"In times of change, the learners will inherit the earth, because the knowers will find themselves beautifully equipped to deal with a world that no longer exists.“ Eric Hoffer

DENIAL COMMITMENT Internal/Self External/Environment RESISTANCE EXPLORATION

Emotional Reaction to Change

……what does your team’s change profile look like?

Tools for Change….

The 4 P’s

The Purpose:

Why we have to do this

The Picture:

What it will look like and feel like when we reach our goal

The Plan:

Step by step, how we will get there

The Part:

What you can (and need to) do to help us move forward

Reader: Page 47

Senior Leaders Mid-level Leaders Frontline Leaders

Cascading Change Curves

Not Everyone Transitions at the Same Pace……..

WHY??

William Bridges at the start of a change project always asks ………

1.What is changing?

What is the problem? The Challenge? The opportunity?

• 2. What will actually be different because
• f the change?

Specifically, what behaviours will people need to leave behind? What new behaviours will they need to demonstrate?

• 3. Who's going to lose what as a result
• f this change?

People know what is happening It is better to deal with these thoughts and feelings Denial rarely works

Why do you think that these questions are so important?

8 Step Process for Managing Organisational Change

8 Step Process for Managing Organisational Change

Adapted from Kotter. J. ( 2012 ) Leading Change. Harvard Business School Press

Step What is happening now?

What needs to happen to effect change? …What tools will you use?

• 1. Establish a sense of

urgency-increase the urgency

• 2. Build a powerful

guiding team

• 3. Create a clear vision and a

set of driving values for change

• 4. Communicate the vision

and values- encourage buy-in

• 5. Empower people to act
• n the vision and values
• 6. Deliver short term wins:

The Actionable First Steps

• 7. Consolidate improvements -

don’t let up

• 8. Lock in new approaches

to organisation culture- make it stick.

3 Things I can do to influence Change…….

Thank You

When you're finished changing, you're finished!!!

Benjamin Franklin (1706-1790) American statesman, scientist and philosopher.