change management, some brief insights
DESCRIPTION
Change Management, Some brief insights.... Encyclopaedia of Change Management models The theories have become more complex? Reality check Where do you start? Some Examples of change ...... Can’t we stop them Talking? Some frameworks Nick Hester Exp Training & DevelopmentTRANSCRIPT
04/10/2023
PIG South East Branch
Change Management, Some brief insights....
Nick Hester Exp Training & Development
04/10/2023
Storyboard
•Encyclopaedia of Change Management models
•The theories have become more complex?
•Reality check
•Where do you start?
•Some Examples of change ......
•Can’t we stop them Talking?
•Some frameworks
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Encyclopaedia of ChangeChange & Organisation
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Encyclopaedia of ChangeCommunication & Skills
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Decision makingEncyclopaedia of ChangeDecision Making & Valuation
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Encyclopaedia of ChangeHuman Resources
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Encyclopaedia of ChangeWhole Brain Model & Human Ethics Responsibility
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Aesop's fables
The Crow and the Pitcher (change being provoked by pressure or necessity)
The North Wind and the Sun (gentle persuasion rather than force)
The Lion and The Ass (enforced change - might is right) The Crab and his Mother (lead by example and evidence - or
you'll not change people) The Miller, his Son and the Ass (no single change is likely to
please everyone - everyone wants something different) The Oak and the Reeds (the need for tolerance - changer or
'changees') The Rich Man and the Tanner, (time softens change - given
time people get used to things) The Ass and the Mule (agree to reasonable change now or you
can risk far worse enforced change in the future)
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Change Management
Practice
IntegrationChaos Status quo New status quo
Time
Per
form
ance
Interrupt
Change Focus
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Dimensions of Change
Leader Driven
Process Driven
Improvement
Organizational Renewal
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Change Curve VariantEm
otio
nal
Resp
onse
Time
Start of change/Stability
Denial
Anger
Acceptance
Depression
Bargaining
Testing
Paralysis
Passive
Active
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Blame & Politics, Indicators of Challenges of the Change
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Business Planning Process
Purpose/ Mission
SWOT
Critical Issues
Objectives
External ReviewMarket Review
Internal Review
PRIMO-F PESTLE
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Three Critical Components of Change Management
Stakeholders
Alignment
Transition
Stakeholders
The appropriate people are involved, consulted and communicated with effectively during the life cycle of the change initiative
Alignment
The change journey is aligned with the strategy of the organizationThe future operating model is sustainable
Transition
The change journey is clearly planned and articulated during the transition to the future operating modelSupport for the change is widespread throughout the organization
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MotivationConscious level
Unconscious level
SkillsWhat I can do
KnowledgeWhat I know
ValueWhat do I think is important?
Self imageHow do I see myself?
My traitsWhat are my habits?
My motivesWhat energizes me?
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The change world is changing..
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Creative Organisational Assessment
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Systems Diagnostic
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Is the Organisation Ready?
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The Reality!
Political BehaviorThe activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one’s preferred outcomes.Common Political Behaviors
InducementPersuasionCreation of an obligationCoercionImpression management
Managing Political Behavior
Be aware that even if actions are not politically motivated, others may assume that they are.
Reduce the likelihood of subordinates engaging in political behavior by providing them with autonomy, responsibility, challenge, and feedback.
Avoid using power to avoid charges of political motivation.
Get disagreements and conflicts out in the open so that subordinates have less opportunity to engage in political behavior.
Avoid covert behaviors that give the impression of political intent even if none exists.
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Can’t we stop them talking!!
A Satirical look at BP
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High Politics OrganisationCommon Approach to Business Problems
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You can over Engineer Change fit for purpose/trade off?
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A Level Process for Conducting Change Analysis
1. Scope work and senior sponsorship
6. Agree next steps with wider programme team
5. Analyse and understand outcomes
4. Carry out Change Analysis activities
3. Plan Change Analysis activities
2. Agree what success looks like
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Conscious Competence learning model
• He who knows not, and knows not that he knows not, is a fool - shun him,
• (= Unconscious Incompetent)•
He who knows not, and knows that he knows not is ignorant - teach him,
• (= Conscious Incompetent)
• He who knows, and knows not that he knows, is asleep - wake him,
• (= Unconscious Competent)
• But he who knows, and knows that he knows, is a wise man - follow him.
• (= Conscious Competent)
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Organisational Assessment
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Change Curve
Satisfaction• Celebrate achievement• Reward and recognition• Communication & mobilization
TIME
Certainty• Communication and mobilization around the urgent need for change• Analysis and Design findings• Business Case
Negative
Positive
Level of Optimism
Hope• Visioning• To-be plans• Persistent Leadership
Doubt• As-is Mapping• KPI’s• RACI• Dynamic leadership• Resistance to change toolkits
Confidence• Change Management tools• Stakeholder mobilisation• Communication
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•
•Professional development
•Staff independence and influence
•Time to understand
•Time to personalise
•Support network•Time to understand
•Time to personalise
•Enaction of innovation
• Process constraints
• Imposed practices
• Separation of new practice with personal beliefs
• Personal interests
• Personal desire
•Staff adapting to change
• Inspection and review
• Assessment constraints
• Fear of unknown
• Challenge to ‘power’
• Process constraints
• ITT and CPD
• Access to training
• Understanding new approach
• Poor goal definition
• Poor alignment of actions to goals
• Poor monitoring of results (standard and non-standard)
• Confidence in new approach
• Confidence in new approach
• Poor communication and access to information
• Poor participation in teams
• Understanding new approach
• Management of tools
• Time constraints
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Organisational Assessment..Fit for Purpose...
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Dads Army