adam blackie mba acma [email protected] management skills for archivists and records...
TRANSCRIPT
Adam Blackie MBA ACMA
Management Skills for Archivists and Records Managers
Session - Change Management and Advocacy
23 February 2011 10.00 – 11.00
Birkbeck College lecture theatre B04
Change Management
• People and Individuals• Leadership of Change• Groups and Teams• Summary
• Reasons for change
- Restructure
- Culture
- Merger/Acquisition
INDIVIDUAL CHANGE (Theory Types)
BEHAVIOURAL(Changes what you do)
COGNITIVE(Motivating for results)
PSYCHODYNAMIC(What’s going on for you)
HUMANISTIC PSYCHOLOGY(Maximising your own
potential)
COMPETENCE (Gestalt Style)
Learning Cycle (Kolb style)
Experience (Start here)
Experiments Reflection
Theories (or Start here)
Encourage New Activities
Design Toolkits to experiment
Question and Analyse what is going on
Research new ideas
Motivation “People do things because they want to” – Adam Blackie 2007
(A)Behavioural Theories: ( Changing what you do )
1. Theory ‘X’ & Theory ‘Y’ – McGregor 1960 (Stick & Carrot?)
2. Hygiene Factors and Motivators – Herzberg 1950 -1960 (Removing Barriers?)
Motivation
(B) Cognitive Theories: ( Motivating for results )
Aaron Beck – 1970
SELF CONCEPT &
VALUES BELIEFS ATTITUDES FEELINGS BEHAVIOUR RESULTS
(C) Psychodynamic: ( Whats going on for you? )
1. Reactions to change – Kubler - Ross 1969
SELF ESTEEM
TIME
Denial
Anger
Bargaining
Depression
Acceptance
(C) Psychodynamic: ( Whats going on for you? ) 2. Reactions to change – Adams, Hayes & Hopson 1976
SELF
ESTEEM
CONFIDENCE
MORALE
TIME
Denial
Anger
Bargaining
Depression
Acceptance
ShockExperimentation
Discovery
Integration
(C) Psychodynamic: ( Whats going on for you? ) 3. Reactions to change – Satir 1991 & see also Wernberg 1977
PERFORMANCE
TIME
OLD STATUS
QUO
FOREIGN ELEMENT
CHAOS
IDEASINTEGRATION
PRACTICE
NEW STATUS
QUO
(D) Humanistic Approach: ( Maximising your own potential )
1. Hierarchy of Needs – Maslow 1970
Self Actual-isation
Self Esteem Needs
Love and Belonging Needs
Safety Needs
Physiological Needs
(D) Humanistic Approach: ( Maximising your own potential )
2. Gestalt Approach to Change – Fritz Perls 1976
AWARENESS ENERGY/ACTION CONTACT RESOLUTION
(ANALYSIS/DATA)
(MOBILISE)
“Get out of your mind and come to your senses” – Fritz Perls
(OTHERS/TEAMS)
(DO STUFF)
PEOPLE & PERSONALITIES
Personality Types – Myers Briggs
(E) Extraversion Intraversion (I)
(S) Sensing Intuition (N)
(T) Thinking Feeling (F)
(J) Judging Perceiving (P)
Useful Change Groups IS = Thoughtful Realists – cautious and careful – “If it isn’t broke don’t fix it”
IN = Thoughtful Innovators – generates new ideas – “Let’s think ahead”
ES = Action Oriented Realist – energy and enthusiasm – “Let’s just do it”
EN = Action Oriented Innovators – enthusiastic for change – “Let’s change it”
PEOPLE & PERSONALITIES
Personality Types - LIFO – Life Orientation Preferences“people prefer some behavioural styles more than others.”
(SG) The supporting / giving-in orientation - Harmony
(CT) The controlling / taking-over orientation - Action
(CH) The conserving / holding-on orientation - Reason
(AD) The adapting / dealing-away orientation – Excellence
Some are more change oriented than others.
Achieving a change affects three dimensions of the individual
Emotional
Change is understood to be an urgent
need
Intellectual
There is a clear rationale for the
proposed changes that makes standing
still not an option
Physical
People need to be competent in a new way of working
People and Individuals Summary
Changing values and behaviours
Change Management
• People and Individuals• Leadership of Change • Groups and Teams• Summary
MANAGING CHANGE
.
“Those who make it happen.Those who let it happen.
Those who wonder what happened” - ANON
MANAGING CHANGE
.1. 5 factors in responding to change – Cameron & Green 2004
3. ORGANISATIONAL HISTORY
2. CONSEQUENCES OF CHANGE
1. NATURE OF CHANGE
RESPONSE TO CHANGE
4. TYPES OF INDIVIDUALS
5. INDIVIDUAL HISTORIES
MANAGING CHANGE
2. Schein’s Model – Lewin / Schein 1980 - 2000
UNFREEZE:
CREATE MOTIVATION TO CHANGE
LEARNING:
NEW CONCEPTS (AND NEW MEANINGS FOR OLD
CONCEPTS)
REFREEZE:
INTERNALISING NEW CONCEPTS AND
CHANGE
LEADERSHIP
OUTCOMES
LEADERSHIP
INTERESTS EMOTIONS
Influence, Authority & Power Enable people & culture change
Business Goals
BALANCE OF LEADERSHIP
LEADERSHIP CONFLICT
• Build close relationships and keep your distance• Lead from the front and hold oneself back• Trust your staff and keep an eye on what’s happening• Be tolerant and exercise control• Achieve your team’s goals and be loyal to the organisation• Plan your time well and be flexible with your schedule• Express your view and be diplomatic• Be a visionary and keep your feet on the ground• Win consensus and be able to cut to the chase• Be dynamic and reflective• Be sure of yourself and be humble
RESISTANCE
“I cannot understand why my staff are not wholeheartedly embracing my changes” – any number of CEO’s 1920 – 2010
People often say they do not like change.
What they are really trying to say is that
they do not want change thrust upon them.
RESISTANCE
1. SCHEIN’S MODEL (SIMPLIFIED)
Then...
This is all about psychological safety
SURVIVAL ANXIETY > LEARNING ANXIETY
LEARNING ANXIETY MUST BE REDUCED
Change Management
• People and Individuals• Leadership of Change • Groups and Teams• Summary
TEAMS vs. GROUPSSAMPLE DEFINITIONS
GROUP – “any number of people who interact with each other, are psychologically aware of each other, and who perceive themselves to be a group” – Schein and Bennis 1965
TEAM – “A distinguishable set of two or more individuals who interact interdependently and adaptively to achieve specified, shared and valued objectives” – Morgan et al 1986
WORK TEAM – “A group of individuals who share responsibility for outcomes for their organisations” – Sundstrom, de Meuse and Futrell 1990
TEAM DEVELOPMENT
1. Bion 1961
Dependency Fight or Flight Pairing
Leaders selected and have power and authority
The team challenges the leaders and other
members – some leave
Team members form alliances and groups to
resolve anxieties
TEAM DEVELOPMENT
2. Tuckman 1965
FORMING STORMING NORMING PERFORMINGPurposeStructure
RolesLeader etc
Dealing with the emerging conflicts
Agreeing and collaboration
Getting on with it
TEAM DEVELOPMENT
3. Scott Peck 1990
Pseudocommunity Chaos Emptiness Community
Members fake teamliness
Pecking order and team
names established
Abandon assumptions
and expectations
Accept each other and get on
with tasks
Change Management
• People and Individuals• Leadership of Change • Groups and Teams• Summary
ADKAR Change Readiness Model
Prosci 1996-2010
Good change managers will therefore:
• Create a compelling vision
• Train staff
• Involve the staff in change planning
• Create groups around the change
• Provide coaches, feedback
• Acknowledge positive behaviours
• Provide support groups and sub groups
• Reward teamwork, innovation, risk taking
• Develop, involve, empower
• Aim high
• Get the rewards strategy right
• Link goals to motivation
• Treat people as individuals and understand their emotional motivators
• Believe that people want to grow and develop
• Encourage flexibility• Create flexible structures• Hold regular one to one meetings• Individually praise all (especially junior) staff• Invent Specialist Staff Grades• Make sure staff and managers know what
decisions they can take without reference to a senior manager
Change Management in Practice
Change often goes wrong due to:• Over-expectation• Un co-ordinated decision making• Lack of clear objectives• Cost reductions without a corresponding
reduction in scope
Practical change management is most often a mixture of the following elements:
• Technology• Commercial Principles• Business processes• Human nature and interactions• Legal contracts • Money
The above is driven by senior staff responsible approving change , thus a change manager also needs to be a:
• Politician• Psychologist• Business analyst• Project manager • Diplomat
It is generally affected by:• Politics• Personal ambition• Financial pressures• Accountability• Desires to deliver and achieve
Manage Your StakeholdersTarget Impact on Target Typical Reaction Their Influence How to Approach
Director HIGHNew practicesNew technologyLess resource
BLOCKERLacks skills to copeDoesn’t believe change is necessary
HIGHRespectedSpeaks their mind
One to one - explain need for changeOffer external coachingPublicly debate / support their views
Manager HIGHChanges to job descriptionTough time scale for new systems implementation
BLOCKERWants to develop in-house systems
MEDIUMControls use of systemsTrack record is poor
Stress opportunity to increase their influence Demonstrate change operation in other locations
Staff MEDIUMChanges in routinesSome increase in workload
FLOATERSDon’t know enough about the project Concerned about security
LOWNo decision making powersBUT their co-operation is what delivers the change
Explain purpose of projectStress operational benefits of new systems / process. Involve them in design.
Support Services
HIGHChange increases the need for internal services
CHAMPIONSEnthusiasts for opportunities
LOW-MEDIUMBut no one else can supply.
Involve them in designUse their skills to deliver
If You Find Yourself Leading Change
• Establish a sense of urgency
• Form a powerful guiding coalition
• Create a vision
• Communicate that vision
• Empower others to act on that vision
• Plan for and create short-term wins
• Consolidate all the improvements maintain momentum
• Institutionalize these new approaches
Useful Reading on Change Management
1. Making Sense of Change Management by Esther Cameron and Mike Green - Change Management theory
2. The Naked Leader by David Taylor - Leadership
3. Leading Change by John Kotter - Leadership
4. Maverick by Ricardo Semler - An alternative organisational model
5. Performance Coaching: The Handbook for Managers, HR Professionals and Coaches by Angus McLeod - Leadership
Adam Blackie MBA ACMA
Thank You
Any Questions?
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