the leader and change
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The Leader and Change. Effective Leadership Individuals and Change Leading Change Teams. What is Change Leadership?. - PowerPoint PPT PresentationTRANSCRIPT
www.opm.co.uk/futureleadership/
The Leader and Change
Effective LeadershipIndividuals and ChangeLeading Change Teams
What is Change Leadership?
• Successful Change Leadership is about getting individuals and groups to do things differently, to change the way they behave and to implement the changes associated with new systems and processes.
• Any transformation programme will create significant organisational and individual change challenges. Staff will quickly realize that their roles and responsibilities are going to change significantly, and that job shifts may result.
• It is vital for leaders to understand the human dynamics of change and to act upon it. This task is particularly challenging as people respond both on a rational and emotional basis.
There are 4 main forms of resistance to change
CCognitiveognitive
IIdeologicaldeological
PPsychologicalsychological
PPowerDrivenowerDriven
people truly believe, based on their own information and
experience, that the diagnosis and action plan are wrong
CCognitiveognitivepeople believe that the
proposed change violates fundamental values that
have made the organisation what it is
IIdeologicaldeological
people are reticent to try new things which may be less
successful than the previous ones; they see the costs of changing greater than the
benefits; they have a low level of tolerance for the uncertainty
PPsychologicalsychologicalpeople perceive that the
proposed change will lead to a loss of power,
autonomy and self-control … to reduced status and
autonomy
PPowerDrivenowerDriven
Managing these is at the heart of stakeholder management
The Transition Curve
• Based upon the work of Elizabeth Kubler-Ross ‘On Death and Dying’ New York: Macmillan, 1969
• Reactions to organisational change can often reflect grief reactions
• Being an effective change manager means understanding our own and others’ reactions to change
• Individuals start the process at different times, often experience different shaped curves and take different amounts of time in transition
• Handling change effectively means responding in different ways at different stages
• By what they do and how they do it a leader affects the shape and length of the curve for each person
The Transition Curve
1. Immobilisation• Shock –• Dissonance between high expectations and reality
2. Denial • Temporary retreat• False competence
3. Incompetence• Awareness of necessity for change• Frustration• How to deal with change
4. Acceptance of reality• Letting go of past ‘comfortable’ attitudes and behaviours.
7. Integration• Incorporate meanings into new behaviours
6. Search for meaning• Internalisation• Seeking understanding• Why things are different
5. Testing• New behaviours, new approaches • Start to deal with new reality • Energy + anger and frustration.
TIME
CA
PAC
ITY
1
23
45
67
Numbness & Denial Depression & Acceptance
Inform individuals of changeEnsure they understand it will happenExplain what to expectGive them time to take it inArrange a planning session
Acknowledge feelingsListen, encourage to talkSupport
Typical Reaction
ManagementAction
ShockFeeling overwhelmedMismatch betweenexpectations and realityWithdrawalMinimisation of changeBuilding up defencesActivity without achievement
Self doubt, anger, blameDepression, frustration Fear, uncertainty powerlessness & hopelessnessBeginning of letting go of the pastSense of ‘I will survive this’What next?
Transition – Reactions and Actions
Testing & Searching for Meaning
Integration
Uncertainty, confusion and excitementNew behavioursHigh energy – some frustrationOrganise into categories Shift towards understandingPalpable sense of new futureFinding an easy fit (more testing)
Lead planning sessionsSet short term objectivesFocus on prioritiesProvide training
Establish vision Set long term goalsTeam building
TypicalReaction
ManagementAction
People start working togetherCooperation & collaborationPositive attitudes Understanding is internalisedNew behaviours become naturalPositive frame of mind – shaping the future
Transition – Reactions and Actions
The Pyramid of Resistance
Cultural Alignment Performance Management Alignment Shared vision and business case for change
Skill Development Programme Role Models
Effective communication Involvement / Engagement Leadership activity & visibility
The Commitment Curve
Setting the scene
I know something is changing
I know what it is
I know the implications for me
I’ll look at doing it the new way
I’ll do it the new way
This is the way we do things
This is the way I do things
Achieving acceptance
Achieving commitment
An important thing to remember is that not everyone needs to get to the top level of commitment immediately!
Different stages of change that people go through for sustainable transformation
Change Exercise
How might you apply one of the following models to your
Project
• Transition curve
• Pyramid of resistance
• Commitment curve
What actions will you consider taking in the light of this
analysis?
MBTI - Responses to Change
IS
“If it ain’t broke, don’t fix it”
“What’s the budget?”
“We’ve tried it before and it didn’t work very well”
“Let’s not throw the baby out with the bathwater!”
ES
“Is this going to work?”
“I’ll need to see the plan”
“Who’s in charge?”
“Well, if we’re going to do it, let’s get on with it!”
EN“Let’s give it a try”
“We need to move with the times”
“It could be really interesting if we did it differently”
“Anyway, I’m fed up with doing it this way!”
IN
“Let’s think this through sensibly”
“How does this relate to the other initiatives?”
“What’s really important about what we’re trying to do?”
“Let’s keep the big picture in mind!”
MBTI - Responses to Change
Combinations of Energy and External Orientations: Dealing with Change
IJ Decisive Introverts
When changes are proposed, they examine them against their internal perceptions (data or big pictures). If the changes “fit”, they move quickly to implement them. If the changes don’t fit, they dig in their heels and become unmoveable opponents.
IP Adaptable Introverts
When changes are proposed, they are curious and seek information. Then they assess the information with their internal judgement (values or logical principles). Their
information-seeking appears adaptable, but they move ahead only in their own time – after they have decided.
MBTI - Responses to Change
Combinations of Energy and External Orientations: Dealing with Change
EP Adaptable ExtravertsWhen changes are proposed, they consult their networks, talk
to people, find out what everyone thinks. If the changes allow room for their creativity and action, they gather resources and try
to energise everyone to implement their changes.
EJ Decisive ExtravertsWhen changes are proposed, they apply their judgement
(logic or values) out loud by questioning. Then, if their questions are answered, they move quickly to plan, organise, and implement the change.
Communicating Difficult Messages
Know your audience:
Know your message:
• their level of understanding• their misconceptions/pre-conceptions• their power and influence• their possible responses – how will you react?
• the overall message• the main points• the need for supporting information• what you want people to do as a result
Anticipate difficulties:
• What might be problematic for people (team & individuals)?• How would you feel in their position?• What difficult questions might be asked?• What difficult arguments might be used?• What might people do? (e.g. shout, walk out, withdraw..)• What is your worst nightmare – how would you handle this?
… visualise & plan for what might happen …
Exercise - Presenting your business case
• Prepare a 10 minute presentation of the strategic business case (stage 1) for your service improvement project
– No PowerPoint but decide what props you need
– Decide who you want to present to
– Decide if you want to try out a different style
– Think about the different MBTI preferences in the room and make sure you get to them
– Include return on investment and risk (use the business case handouts)
• You will be presenting to a FLP group after 9am who will offer you feedback on content, their buy in to your case and your presentation style