change management are you a manager of change?
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CHANGE MANAGEMENT
www.transportlearning.net
ARE YOU A MANAGER OF CHANGE?
CHANGE MANAGEMENT
www.transportlearning.net
“MOANING ABOUT CHANGE IS FUTILE” YOU
ARE A CHANGE AGENT
AND YOU
ARE PAID
TO COMBAT ENIRONMENTAL CHALLENGES AND CRISES THROUGH EFFECTIVE MANAGEMENT OF CHANGE STARTING FROM YOUR OWN ORGANISATION
CHANGE MANAGEMENT
www.transportlearning.net
STRUCTURE OF THE TRAINING
1. Psychology of change
2. Why change? Drivers to change
3. How to change? Triggers for change
4. Wrap – Up: Quick Scan on readiness for change
CHANGE MANAGEMENT
www.transportlearning.net
LEARNING TARGETS
• To perform effectively a change manager must
• Gain insight in the drivers that drive change
• Master the triggers for change
• Acquire sound knowledge and skills in change management
• Be capable to manage change processes
• Hence gradually adapt organisational missions, strategies, resources and projects
CHANGE MANAGEMENT
www.transportlearning.net
STRUCTURE OF THE TRAINING
1.Psychology of change 2. Why change? Drivers to change
3. Triggers for change
4. Wrap – Up: Quick Scan on readiness for change
CHANGE MANAGEMENT
www.transportlearning.net
PSYCHOLOGY OF CHANGE
• We experience changes physically, mentally and emotionally
• Usually it is subtle and slow but it can be sudden – disrupting our work, dislocating our relationships or ruining our leisure time. Sometimes we can discern a pattern, sometimes not
• Sometimes we can explain it, sometimes not
• Changes involves the familiar; sometimes the unknown. Many of us prefer what is familiar
• Rather than seek change, we continue to live with our old familiar feelings (patterns and routines)
CHANGE MANAGEMENT
www.transportlearning.net
Likely reactions from the individualfacing with change
Anno unc eme nt imple men tati on
Schock
Anger
Acce ptan ce
T est ingConfus ion
Denial
Cooperation
Adopt changes
Enthous iasm/Decept ion
Evaluate impact
Announcement
Acceptance
PSYCHOLOGY OF CHANGE
CHANGE MANAGEMENT
www.transportlearning.net
PSYCHOLOGY OF CHANGE
LIKELY REACTION (OF GROUPS OF PEOPLE) TO CHANGE
PRO-ACTIVERESISTORS
DEFENSIVERESISTORS
BYSTANDERS
CHANGEAGENTS
CHANGEAGENTS
INWAITING
ActivelyAgainst
Neutral StronglySupportive
Yes
No
Havenecessary
attitude andskills forproposedchange
Commitment to Proposed Change
CHANGE MANAGEMENT
www.transportlearning.net
PSYCHOLOGY OF CHANGE
LIKELY PHASES IN AN ORGANSATION UNDER CHANGE
THECONTENTMENT
ROOM
THEDENIALROOM
THECONFUSION
ROOM
THERENEWAL
ROOM
DUNGEONOF DENIAL
PARALYSISPIT
WRONGDIRECTION
DOOR
THESUN
LOUNGE
THE CHANGE HOUSE
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,
Fourth Edition, Prentice Hall Canada, 2000
CHANGE MANAGEMENT
www.transportlearning.net
CHANGE HOUSE : ROOM OF DENIAL
Say Act
“It’s nothing to do with us”
“It won’t happen here”
“Nobody else can do what we do”
“If it isn’t broke don’t fix it”
Defend the past
Justify the present
Blame everybody else
Miss the message
CHANGE MANAGEMENT
www.transportlearning.net
CHANGE HOUSE : ROOM OF CONFUSION
Say Act
“We can’t do anything, it’sall been decided”
“I’m looking for anotherjob”
“The management don’t care,they’ll just move on”
“What can we do?”
Frustration
Withdrawal
Blaming management
No sense of direction
CHANGE MANAGEMENT
www.transportlearning.net
CHANGE HOUSE : ROOM OF RENEWAL
Say Act
“We have to keep improving -work smarter not harder”
“We’re all part of the sameteam”
“Yes, we can do it”
Understand and work to targets
Accept responsibility
Know what we are trying toachieve
Seek continuous improvement
CHANGE MANAGEMENT
www.transportlearning.net
STRUCTURE OF THE TRAINING
1. Psychology of change
2.Why change? Drivers to change
3. Triggers for change
4. Wrap – Up: Quick Scan on readiness for change
CHANGE MANAGEMENT
www.transportlearning.net
WHY CHANGE? DRIVERS TO CHANGE
• Is your public service or agency able to come up with answers to problems that have no past and with solutions to problems that cannot be tackled by remedies of the past
• If no, it is doomed to loose the essence of its existence and hence to fade away in redundancy for which nobody is prepared to pay
• If yes, prepare for change
CHANGE MANAGEMENT
www.transportlearning.net
WHY CHANGE?: Theories of change
• Economic theory of change: competition, markets and innovation
• Psychological theory of change: fullfilment of individual needs
• Sociological theory of change: powerful groups
• Cultural theory of change: values, myths, beliefs
• Biology theory of change: survival of the species / planet
• System theory of change: crisis necessitates change
• Political theory of change: opportunities for new politics
CHANGE MANAGEMENT
www.transportlearning.net
T im e fo r a C h an g e
Revised budgeting
Institutional reform
New Regulations
Economics
Grow th/Dec line
Competition /Competing programs
New Technology
Changing Values / Needs
Acts of Nature/God
New Leadership
Personal fate/ health
DRIVERS TO CHANGE
CHANGE MANAGEMENT
www.transportlearning.net
DRIVERS TO CHANGE IN THE MOBILITY COVENANT CASE IN FLANDERS
• New minister
• Competing political program from Green Party
• Changing values and needs re sustainable mobility
• Personal health : high number of fatalities in road accidents
• Cooperation and partnerships
• Institutional reform
CHANGE MANAGEMENT
www.transportlearning.net
DRIVERS TO CHANGE IN THE KOSOVO CASE
• Post war recovery
• Economic development
• Status for Kosovo
• Self -government
• European Vocation
CHANGE MANAGEMENT
www.transportlearning.net
The Change Curve
Good
Poor
StrategicPerformance
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,Fourth Edition, Prentice Hall Canada, 2000
?
AnticipatoryReactive
CrisisLet’s start the change process
OK, we must to change
We better start to change
CHANGE MANAGEMENT
www.transportlearning.net
The Change Curve
Good
Poor
StrategicPerformance
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,Fourth Edition, Prentice Hall Canada, 2000
Things aregoing well.
Do we reallyneed to change?Can we
experiment?
AnticipatoryReactive
Crisis
CHANGE MANAGEMENT
www.transportlearning.net
The Change Curve
Good
Poor
StrategicPerformance
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,Fourth Edition, Prentice Hall Canada, 2000
AnticipatoryReactive
Crisis
What needsto change?
Where do westart?
Can we findan early win?
CHANGE MANAGEMENT
www.transportlearning.net
The Change Curve
Good
Poor
StrategicPerformance
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,Fourth Edition, Prentice Hall Canada, 2000
AnticipatoryReactive
Crisis
We need tomove fast.
Who can ITrust?
Where do westart?
CHANGE MANAGEMENT
www.transportlearning.net
STRUCTURE OF THE TRAINING
1. Psychology of change 2. Why change? Drivers to change
3.Triggers for change
4. Wrap – Up: Quick Scan on readiness for change
CHANGE MANAGEMENT
www.transportlearning.net
L ead an d co m m u n icate
ch an g e
Evaluate, consolidate and institutionalize new approaches
P roduce more change
Ensure Resources for short term projec ts and w ins
Implement new instrumentsand demonstrative projec ts
Leadership and Coalition of Partners
Create a Sense of Urgency for change
Empow er staff and stakeholders to ac t on the vision
Create a Vision and Strategy
TRIGGERS FOR CHANGE
CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE IN THE MOBILITY COVENANT CASE IN FLANDERS
• New regulation and procedures: the mobility covenant
• Ensured resources for demonstrative projects
• Continued committed leadership and strong coalition of partners
• Taskforce to steer and evaluate progress
• Consolidation and institutionalisation of system
• Affected new programs
CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE IN THE KOSOVO CASE
• European Partnership Action Plan
• Priority Actions
• Capacity Building projects
• Additional Resources
• Monitoring Progress
CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 1: Create a common sense of urgency
• Identify and discuss anticipation to potential crises or looming crises, or major opportunities for change on objective and on emotional grounds
• Examine market and competitive realities
• Formulate the “why to change”
• Refer to leading and peer scientific research / models / best practice
CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 2: Form a Powerful Leadership & Coalition of Partners
• Assemble a group with enough and potential power to lead the change effort
• Encourage the group to work together as a team
• Seek strategic partners outside your organisation
CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 3: Create a Vision and Strategy
• Create a vision to help direct the change effort
• Develop strategies for achieving that vision
• Define demonstrative actions
CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 4 : Empower staff and stakeholders to act on the Vision
• Change systems, structures that seriously undermine the vision
• Encourage risk taking and non-traditional ideas, activities and actions
• Get rid of obstacles and routines that adverse change
• Facilitate new behaviours by the example of the guiding coalition and example
CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 5 : Ensure resources for Short-term Projects and Wins
• Ensure budgets and human resources for demonstrative and innovative projects that have proven to be successful in other countries
• Ensure budgets and committed staff to initiate risk projects
• Hire and promote employees who can implement the vision.(in case you don’t find them within your organisation, hire expertise for change from outside)
CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 6 : Implement Demonstrative Projects and Instruments
• Plan for publicly visible improvements
• Facilitate and create those improvements and projects
• Encourage demonstrative projects
• Recognise and reward employees involved in the improvements
CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 7 : Evaluate, Consolidate and Institutionalise New Approaches, Produce More Change
• Use your increased credibility to change policies, structures and routines that don’t fit the vision
• Reinvigorate the process with new projects, themes and change agents
• Articulate the connections between the new behaviours and corporate success
CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 8 : Lead and communicate the change process
• Use every vehicle possible to communicate the new vision and strategies
• Your change agents and change agents in waiting are the people you rely on
• Mixed approach to the hesitating and the pro-active resistors.
• The group of the defensive resistors should not be targeted
PRO-ACTIVERESISTORS
DEFENSIVERESISTORS
BYSTANDERS
CHANGEAGENTS
CHANGEAGENTS
INWAITING
ActivelyAgainst
Neutral StronglySupportive
Yes
No
Havenecessary
attitude andskills forproposedchange
Commitment to Proposed Change
CHANGE MANAGEMENT
www.transportlearning.net
The 4 communicative approaches for change
Cognitive approach: objective data to convince the ‘rationalist’
Learning approach: Training and guidance on best and promising practices to convince the ‘learning’
Conversational approach: maintain conversational interaction with stakeholders to convince the ‘willing’
Coercise approach to the active resistors and non -willing
CHANGE MANAGEMENT
www.transportlearning.net
STRUCTURE OF THE TRAINING
1. Psychology of change 2. Why change? Drivers to change
3. Triggers for change
4.Wrap – Up: Quick Scan on readiness for change
CHANGE MANAGEMENT
www.transportlearning.net
WRAP UP
• Change management involves both generating and directing the needed changes in an organisation and mastering the drivers / dynamics of change by organizing, implementing and supporting the triggers for change
CHANGE MANAGEMENT
www.transportlearning.net
THE CONTENT
the WHAT of change
THE PROCESS
The HOW to Change
THE CONTEXT
The WHY of Change
Crafting Change
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