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

• The key models and stages of change • The emotional reaction to the Discuss the change cycle that human beings differences Showcase between undergo during change and the Understand 3 a range of change & relevant feelings and behaviours our reaction Takeaways change transformation to change models 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

What Can I Do To Deal with Change? ….the questions to think about….. 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 on as you create your new way of working and leading? 4. How will you build your own and others’ capacity for change?

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 organisations 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 of 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: Change is external • deep and pervasive Transition is internal • affects the whole system is intentional • • occurs 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.

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 Out of Vision? 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 of tools available… do not neglect or underestimate the dynamic of personal and organisational transition that determines the change effort.

Lewin’s Change Model Lewin's three-step model - old activities must be unfrozen, a new concept introduced, then new activities frozen This step shifts the behaviour of the This step stabilises organisation, the organisation at This step usually department or a new state of involves reducing individual to a new equilibrium. It is those forces that level. It involves the frequently maintain the development of new accomplished organisation’s behaviours, values through the use of behaviour at its and attitudes through supporting present level. changes in mechanisms that organisational reinforce the structures and new state. processes. Ref: Waddell, M.D.; Cummings, T.G. & Worley, C.G. (2007) Organisational Development and Change. Cengage.

Bridges’ Transition Model Transition, which differs Ending, from change, The Neutral The New Losing, Zone Beginning consists of Letting Go three phases: Retreat and Translating Ending, renewal insight and Disengagement Wandering time ideas into Neutral Zone, Dismantling Seeking action and New solitude The process of Disenchantment return – Inner Disorientation Beginning reorientation reintegration of new identity

Emotional Reaction to Change External/Environment Loss Gain DENIAL COMMITMENT Achievement Denial Productivity Resistance Progress Anger Past Future Action Bargaining Imagine Depression Adjust Acceptable EXPLORATION RESISTANCE Internal/Self Ref: Scott and Jaffe (1995) Elizabeth Kubler-Ross (1969)

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

Emotional Reaction to Change ……what does your team’s change profile look like? External/Environment DENIAL COMMITMENT EXPLORATION RESISTANCE Internal/Self

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

Cascading Change Curves Not Everyone Transitions at the Same Pace…….. Senior Leaders WHY?? Mid-level Leaders Frontline Leaders

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 of 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 of 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 What needs to happen to effect change? now? …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 on 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.