managing change pauline hall
TRANSCRIPT
Managing change
Pauline Hall
Seminar
• Strategies for dealing with change
• Stakeholder management
• Handling resistance
• Effective communications
Useful Tools
• Force-field analysis
• Change Equation
• Zigarnick Effect
• Stakeholder Analysis
• VICRA
Change
• What words come to mind when you think of change ?
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
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
Consequences
• New strategies not implemented well
• Change takes too long and costs too much
• Costs are not controlled
• Quality programmes don’t deliver results
Success in change management
• Take account of rational, political and emotional dimensions to change
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
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
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
Stakeholder management
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
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
Stakeholder influence wheel
Discover: Identify your own stakeholders
Map: Support Impact Grid
SUPPORT
IMPACT
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.
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?
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
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
Benefits
• Use stakeholders to shape project at early stages
• Win more resources
• Understand benefits
• Anticipate – build in actions to win support
Stakeholder Management
Handling resistance
Sources of conflict
•Commodities
• Principles
• Territory • Relationships
Components
• Disagreement
• Parties involved
• Perceived threat
• Needs, interests or concerns
Levels of conflict
Where Where are are the the issues?issues?
IcebergIceberg
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'
What makes a negotiation What makes a negotiation successfulsuccessful??
optionsoptions
mutualmutualbenefitbenefit
co-co-operationoperation
Successful negotiators AVOID…
Irritators
Counter proposals
Defence/attack spirals Argument dilution
Successful negotiators USE…
Behaviour labelling
Testing understanding/ summarising
Seeking information
Making feelings explicit
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
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
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
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
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
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
Fourth: Link to Objective Standard
• Ensure clarity of negotiated position – the facts
• Provide link to some objective standard
• Closure mechanism: ‘sign-off’ by parties
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
Communication
The Change Cycle
Time
Results
Management Expectations
Sources of power and influence
• VisionVision• LegitimacyLegitimacy• RewardReward• CoercionCoercion• InformationInformation
• IntegrityIntegrity• ExpertiseExpertise• PersuasivenessPersuasiveness• IdentificationIdentification• CharismaCharisma
Strategies
credibilitycredibility
reciprocityreciprocity
persuasionpersuasion
Building rapport
• Harmonious, understanding relationship
• Feeling at ease with each other• Being on the same wavelength• Seeing eye to eye with people• Showing empathy
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”
Barriers to Building Rapport
• Lack of trust/ honesty/ openness
• Positional power
• Not honouring the confidentiality of the relationship
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
Credibility
• Vision – forward looking
• Expertise - competent
• Legitimacy - authority
• Integrity - honesty
• Persuasiveness - influence
• Charisma - inspiring
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
Facilitating Beneficial Outcomes: reciprocity
• 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
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
Audience types
• SupportersSupporters
• OpponentsOpponents
NeutralsNeutralsThe undecidedThe undecidedThe uninformedThe uninformed
Audiences
++
--
EnthusiastsEnthusiasts
SupportersSupporters
UninformedUninformed
UndecidedUndecided
PassivesPassivesOpponentOpponentss
MoanersMoaners
MutineersMutineers
Another view of the world…
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.
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
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)
The iceberg again…