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How do you effect change?
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Aim
To empower you to respond to identified health needs by
developing your understanding of change management, behavioural
change, influencing and negotiation.
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Outcomes
• What is change?• Managing personal change.• The theories of change and change
management.• Behavioural models of change.• Influencing people and understanding
organisations.• Negotiating skills.
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Change? Transition?
“A round man cannot be expected to fit into a square hole right away. He must
have time to modify his shape”Mark Twain
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Change needs leadership
Leadership is about setting direction, opening up possibilities, helping people
achieve, communication and delivering. It is also about behaviour, what we do as
leaders is even more important than what we say.
Sir Nigel Crisp
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“Most organisations try to start with a beginning, rather than finishing with it.
They pay no attention to endings. They do not acknowledge existence of the neutral zone, and then wonder why people have
so much difficulty with change”.William Bridges (2003)
Managing Endings
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3 stages of transition
The ending
The neutral zone
The beginning
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Exercise 1
• Consider a change that you have recently been part of; Think about the leadership of that change, think about the stages of transition. Can you identify what helped? What made it harder? What could have been done better?
• Why do you think it wasn’t?
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People responsible for planning and implementing change often forget that while the first step of change management is to understand the destination and how to get
there, the first task is of transition management is to convince people to leave
home. You’ll save yourself a lot of grief if you remember that.
William Bridges
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1.WIIFM»Force Field Analysis
Tools to assist with change process
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Coffee
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Exercise 2
Resistors to changeDescribe an area in your life where you are a “laggard”.
Something that most other people have or do, but not you!
Explain your reason to your partner
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Exercise 3
• In pairs decide on a change one of you could make/wants to make
• Use the tools discussed previously FFA and WIIFM to shape your answer
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If we push to fast!!!!
Panic Zone!!
Discomfort Zone
Comfort Zone
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Theories of change• Reasoned action
and planned behaviour
• Social Learning Theory
Models of Change• Health Belief Model• Stages of Change• Health Action Model• The Grief and Loss
Model
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Stages of Change
Prochaska and Diclementepre contemplation
contemplation
preparation
action
maintenance
relapse
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Exercise 4
• Using the Prochaska and Diclemente model, identify a change you have been involved with and work through some of the steps. What does it help you see?
• What might you do differently if using this model like this?
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INTRODUCING THE FIVE INFLUENCING STYLES
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FIVE STYLES
1.Dominance–Partnership–Others First–Bargaining–Withdrawing
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A. Dominance
• Often seen as a traditional management approach
• Own needs dominate any interaction• Generally feels more important to be right than
liked• Useful when situation requires advocacy• Useful in a situation that calls for immediate
response
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A. Dominance
BUT …..• Can create disharmony and resistance• People may respect but not trust you• People think you are scary
• Benefit from developing PULL skills
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B. Partnership
• Highly collaborative• Seek first to understand before being
understood• Win /Win is important• Good for building rapport and
relationships
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B. Partnership
BUT…..• Can seem idealistic• Assumes unlimited time• Others could think you are
trying to spread risk of decision making
• Consider development of assertiveness and saying No
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Others First
• Others views dominate• Useful when building confidence and trust• People will complement your listening
skills• Find it difficult to make tough/unpopular
decisions
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C. Others First
BUT• Has lose/win focus• Influencing opportunities missed • Others might exploit your goodwill• Need to develop push skills and saying no
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D. Bargaining
• Underpinned by compromise and equal bargaining
• Often reactive influencing • Can result in arguments
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D. Bargaining
BUT….• Compromise is not win/win it’s
compromise • People could see you as unprincipled if
you make concessions for sake of compromise
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E. Withdrawing
• Style of someone whooLikes to consider all optionsoLikes to reflectoSees hasty decision making as
dangerous
• Useful when there are inherent risks that others may not see
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E. Withdrawing
BUT…..• May get sidelined by
others• Need to develop both
PUSH and PULL techniques
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Influencing Dos
• First seek to understand and then be understood• Listen genuinely• Be open to being influenced too• Focus on the positive to create common ground• Flex your influencing styles –one size does not fit
all• Focus on circle of influence• Push and pull in perfect balance
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Influencing don'ts
• Talking more than listening• False reassurance• Trivialising or using cliché • Interpreting from your script• Diagnosing too soon• Being impatient- Shouting and finger pointing• Being closed to feedback