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www.opm.co.uk/futureleadership / The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

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Page 1: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

www.opm.co.uk/futureleadership/

The Leader and Change

Effective LeadershipIndividuals and ChangeLeading Change Teams

Page 2: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading 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.

Page 3: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

There are 4 main forms of resistance to change

CCognitiveognitive

IIdeologicaldeological

PPsychologicalsychological

PPowerDrivenowerDriven

Page 4: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

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

Page 5: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

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

Page 6: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

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

Page 7: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

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

Page 8: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

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

Page 9: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

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

Page 10: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

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

Page 11: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

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?

Page 12: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

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!”

Page 13: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

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.

Page 14: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

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.

Page 15: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

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 …

Page 16: Www.opm.co.uk/futureleadership/ The Leader and Change Effective Leadership Individuals and Change Leading Change Teams

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