managing change pauline hall

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Managing change Pauline Hall

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Page 1: Managing Change  Pauline Hall

Managing change

Pauline Hall

Page 2: Managing Change  Pauline Hall

Seminar

• Strategies for dealing with change

• Stakeholder management

• Handling resistance

• Effective communications

Page 3: Managing Change  Pauline Hall

Useful Tools

• Force-field analysis

• Change Equation

• Zigarnick Effect

• Stakeholder Analysis

• VICRA

Page 4: Managing Change  Pauline Hall

Change

• What words come to mind when you think of change ?

Page 5: Managing Change  Pauline Hall

Building blocks for successful change - ADKAR

• Awareness– of why the change is needed

• Desire– to support and participate in the change

• Knowledge– of how to change

• Ability– to implement new skills and behaviours

• Reinforcement– to sustain the change

Page 6: Managing Change  Pauline Hall

Why organisations fail to transform using projects

• Too much complacency

• Not creating a powerful enough coalition

• Underestimating the power of vision

• Not communicating the vision adequately

• Permitting obstacles to block the vision

• Failure to create short term wins

• Declaring victory too soon

• Neglecting to anchor changes firmly in culture

Page 7: Managing Change  Pauline Hall

Consequences

• New strategies not implemented well

• Change takes too long and costs too much

• Costs are not controlled

• Quality programmes don’t deliver results

Page 8: Managing Change  Pauline Hall

Success in change management

• Take account of rational, political and emotional dimensions to change

Page 9: Managing Change  Pauline Hall

Management vs leadership

– Lead by example– Are visionary– Are technically competent– Are decisive– Are good communicators– Are good motivators– Stand up to upper

management when necessary

– Have supportive team members

– Encourage new ideas

– Credible– Creative problem solvers– Tolerant of ambiguity– Flexible in management

style– Well organized– Effective team builders– Effective at coping– Enthusiastic about the

project– Effective change

managers– Oriented to the customer

Page 10: Managing Change  Pauline Hall

Kotter’s view

• Establish a sense of urgency

• Create a guiding coalition

• Develop a vision and strategy

• Communicate the change vision

• Empower employees for broad-based action

• Generate short term wins

• Consolidate gains, produce more change

• Anchor new approaches in culture

Page 11: Managing Change  Pauline Hall

Steps (another view)

• Define goals

• Establish trust

• Jointly develop a vision

• Experiment, facilitate and review

• Communicate the change to all people affected and explain the reasons why the changes are occurring

• Provide support to employees as they deal with the change

• Consistently monitor and review for effectiveness

Page 12: Managing Change  Pauline Hall

Stakeholder management

Page 13: Managing Change  Pauline Hall

Stakeholder management

• Stakeholder Analysis – Discover who your stakeholders are

– Map them: work out their power, influence, interest and impact

– Understand: develop a good understanding of the most important stakeholders

• Plan based on what you learned

Page 14: Managing Change  Pauline Hall

Who are your stakeholders?

• Think of all the people who are affected by your work, who have influence or power over it, or have an interest in its successful or unsuccessful conclusion.

• Some of the people who might be stakeholders in your job or in your projects:

Your boss Suppliers Government

Senior executives Alliance partners Trades associations

Your co-workers Suppliers The press

Your team Lenders Interest groups

Customers Analysts The public

Prospective customers

Future recruits The community

Your family

Page 15: Managing Change  Pauline Hall

Stakeholder influence wheel

Page 16: Managing Change  Pauline Hall

Discover: Identify your own stakeholders

Page 17: Managing Change  Pauline Hall

Map: Support Impact Grid

SUPPORT

IMPACT

Page 18: Managing Change  Pauline Hall

Understand: Position on the grid

• High support, High impact people– these are the people you must fully engage and make the greatest

efforts to satisfy.

• High support, low impact people– put enough work in with these people to keep them satisfied, but not

so much that they become bored with your message.

• Low support, high impact people– keep these people adequately informed, and talk to them to ensure

that no major issues are arising. These people can often be very helpful with the detail of your project.

• Low support, low impact people– again, monitor these people, but do not bore them with excessive

communication.

Page 19: Managing Change  Pauline Hall

What’s in it for them?• What financial or emotional interest do they have in the

outcome of your work? Is it positive or negative?• What motivates them most of all?• What information do they want from you? How do they want to

receive information from you? What is the best way of communicating your message to them?

• What is their current opinion of your work? Is it based on good information?

• Who influences their opinions generally, and who influences their opinion of you? Do some of these influencers therefore become important stakeholders in their own right?

• If they are not likely to be positive, what will win them around to support your project?

• If you don't think you will be able to win them around, how will you manage their opposition?

• Who else might be influenced by their opinions? Do these people become stakeholders in their own right?

Page 20: Managing Change  Pauline Hall

Planning table

• Power • Interest • Stakeholder Name • Key Interests and Issues • Current Status - Advocate, supporter, neutral, critic,

blocker • Desired Support - High, medium or low • Desired Project Role (if any) • Actions Desired (if any) • Messages Needed • Actions and Communications

Page 21: Managing Change  Pauline Hall

Plan

• Update the planning sheet with support/impact grid information 

• Plan your approach to stakeholder management  

• Think through what you want from each stakeholder 

• Identify the messages you need to convey 

• Identify actions and communications

Page 22: Managing Change  Pauline Hall

Benefits

• Use stakeholders to shape project at early stages

• Win more resources

• Understand benefits

• Anticipate – build in actions to win support

Page 23: Managing Change  Pauline Hall

Stakeholder Management

Page 24: Managing Change  Pauline Hall

Handling resistance

Page 25: Managing Change  Pauline Hall

Sources of conflict

•Commodities

• Principles

• Territory • Relationships

Page 26: Managing Change  Pauline Hall

Components

• Disagreement

• Parties involved

• Perceived threat

• Needs, interests or concerns

Page 27: Managing Change  Pauline Hall

Levels of conflict

Page 28: Managing Change  Pauline Hall

Where Where are are the the issues?issues?

Page 29: Managing Change  Pauline Hall

IcebergIceberg

Page 30: Managing Change  Pauline Hall

Negotiating

• Two or more parties

• Conflict of interests

• Use of influence to get a better deal

• Search for agreement is preferable

• Give and take

• Tangibles and intangibles

• Negotiation finishes when the parties accept the new 'balance'

Page 31: Managing Change  Pauline Hall

What makes a negotiation What makes a negotiation successfulsuccessful??

optionsoptions

mutualmutualbenefitbenefit

co-co-operationoperation

Page 32: Managing Change  Pauline Hall

Successful negotiators AVOID…

Irritators

Counter proposals

Defence/attack spirals Argument dilution

Page 33: Managing Change  Pauline Hall

Successful negotiators USE…

Behaviour labelling

Testing understanding/ summarising

Seeking information

Making feelings explicit

Page 34: Managing Change  Pauline Hall

The Problem with Soft / Hard approaches

• Insist on agreement

• Try to avoid contest of will

• Yield to pressure

• Insist on your position

• Try to win contest of will

• Apply pressure

SoftSoft HardHard

Page 35: Managing Change  Pauline Hall

Principled Negotiation

• all-purpose strategy that avoids the pitfalls of the hard and soft styles

• approaches negotiating – as a means of problem solving – based on eliciting information from both

parties – to facilitate a WIN/WIN solution

Page 36: Managing Change  Pauline Hall

Four Points: Defining WIN/WIN

• People• Separate the people from the problem

• Interests• Focus on the interests, not positions

• Options• Generate variety of possibilities before

deciding what to do

• Criteria• Insist that the result be based on some

objective standard

Page 37: Managing Change  Pauline Hall

First: Separate the people from the problem

• This responds to the fact that human beings are not computers or machines

• Emotions typically become entangled in the objective merits of the problem

• People’s egos become identified with their positions

Page 38: Managing Change  Pauline Hall

Second: Focus on interests, not positions.

• Try to overcome the drawback of focusing on people’s stated positions where the objective of a negotiation is to satisfy their underlying interests

• Compromising between positions is not likely to produce an agreement which will effectively take care of the human need

Page 39: Managing Change  Pauline Hall

Third: Help Generation of Options

• Consider a range of possible options

• Avoid jumping to too early judgement / conclusions

• Build-upon or ‘re-frame’ possible options

• Probe benefit / down-side of individual options

• Help identify priorities for action for mutual gain

Page 40: Managing Change  Pauline Hall

Fourth: Link to Objective Standard

• Ensure clarity of negotiated position – the facts

• Provide link to some objective standard

• Closure mechanism: ‘sign-off’ by parties

Page 41: Managing Change  Pauline Hall

Antagonism, Resonance, Invention, Action

1.1. Create a “safe” environmentCreate a “safe” environment

2.2. Vent frustrationsVent frustrations

3.3. Listen to all sidesListen to all sides

4.4. Find out what disputants want and why they careFind out what disputants want and why they care

5.5. Find out what is most important to each sideFind out what is most important to each side

6.6. Determine where responsibility for the conflict is sharedDetermine where responsibility for the conflict is shared

7.7. Determine which needs and values are threatenedDetermine which needs and values are threatened

8.8. Brainstorm for cooperative solutionsBrainstorm for cooperative solutions

9.9. Encourage participation from all disputantsEncourage participation from all disputants

10.10. Plan for actionPlan for actionARIA: Jay Rothman, 1997

Page 42: Managing Change  Pauline Hall

Communication

Page 43: Managing Change  Pauline Hall

The Change Cycle

Time

Results

Management Expectations

Page 44: Managing Change  Pauline Hall

Sources of power and influence

• VisionVision• LegitimacyLegitimacy• RewardReward• CoercionCoercion• InformationInformation

• IntegrityIntegrity• ExpertiseExpertise• PersuasivenessPersuasiveness• IdentificationIdentification• CharismaCharisma

Page 45: Managing Change  Pauline Hall

Strategies

credibilitycredibility

reciprocityreciprocity

persuasionpersuasion

Page 46: Managing Change  Pauline Hall

Building rapport

• Harmonious, understanding relationship

• Feeling at ease with each other• Being on the same wavelength• Seeing eye to eye with people• Showing empathy

Page 47: Managing Change  Pauline Hall

How do we build rapport?

• Show Understanding and Interest• Build Trust and Credibility• Match Actions and Behaviour• “We like people who like us and are like

us”

Page 48: Managing Change  Pauline Hall

Barriers to Building Rapport

• Lack of trust/ honesty/ openness

• Positional power

• Not honouring the confidentiality of the relationship

Page 49: Managing Change  Pauline Hall

Communication means

• communicating the need for the change

• the danger of not being successful

• the benefits the change promises

• how the change fits into the overall vision

• proving to people that change is possible

• providing resources, information, training, support

• including people in decision-making

• having a vehicle for ongoing dialogue

Page 50: Managing Change  Pauline Hall

Credibility

• Vision – forward looking

• Expertise - competent

• Legitimacy - authority

• Integrity - honesty

• Persuasiveness - influence

• Charisma - inspiring

Page 51: Managing Change  Pauline Hall

Facilitating Empathetic Understanding

To persuade me you must be relevant. To be relevant you have to understand me.

To persuade me, you have to use my words, feel my feelings and think my thoughts.

- Cicero

Page 52: Managing Change  Pauline Hall

Facilitating Beneficial Outcomes: reciprocity

Page 53: Managing Change  Pauline Hall

• Give and take:RewardReward CoercionCoercion InformationInformation

• Some examples:– Provide support– Create contacts– Help with deadlines– Support initiatives– Provide resources or co-operation– Be flexible

Reciprocity

Page 54: Managing Change  Pauline Hall

Personal Effectiveness

• Be fully prepared and committed• Understand and develop rapport• Build credibility in negotiator and

process• Facilitate mutual understanding• Consolidate the agreement through

beneficial outcomes

Page 55: Managing Change  Pauline Hall

Audience types

• SupportersSupporters

• OpponentsOpponents

NeutralsNeutralsThe undecidedThe undecidedThe uninformedThe uninformed

Page 56: Managing Change  Pauline Hall

Audiences

++

--

EnthusiastsEnthusiasts

SupportersSupporters

UninformedUninformed

UndecidedUndecided

PassivesPassivesOpponentOpponentss

MoanersMoaners

MutineersMutineers

Page 57: Managing Change  Pauline Hall

Another view of the world…

Page 58: Managing Change  Pauline Hall

Communication

• Telling: This is what I want. You follow me or better leave • Selling: This is the change we want, and we want you to

come on board. This stage involves techniques that are mainly related to classical public relations tools.

• Testing: This is what we propose. Please check whether it works. Consulting: We know the direction but we need your advice. At this stage, different forms of consultation are employed, such as stakeholder workshops.

• Co-Creating: We need to change. We don't know the way. Let's create the future together.

Page 59: Managing Change  Pauline Hall

What does this mean for you?

• Recognise that you’re also reacting to change• How are your team responding?• Help them understand that it is OK to react to

change• Then help them to move to a more positive place

(relative certainty)• Ensure that you are communicating and

listening effectively

Page 60: Managing Change  Pauline Hall

Lessons learned

• Importance of focus on people, “buy-in”

• Teamwork and team building

• Change management• Continuous planning• Resistance to change

• Seeing the Big Picture• Project management• Joint problem solving• Conflict resolution• Communication

(including a plan)

Page 61: Managing Change  Pauline Hall

The iceberg again…