FIRST, SEEK TO UNDERSTAND

Using the tools of ADR in organisational change

What does…………

..this have to do with ADR and organisational change.

It’s not about me

We’re not there yet

Some emerging thoughts not a definitive thesis

Disclaimers

ELIZABETH KUBLER-ROSS

Adaptation of 5 stage grief model

Denial

Anger

Bargaining

Depression

Acceptance

WALTER SCHEWART

Plan Do Check Act model

Plan change

Implement (pilot first)

Check results

Address problems

KURT LEWIN

Unfreeze, freeze, change

Challenge beliefs, values, behaviours

Know what you are aiming for

Understand mind sets, inform, articulate benefits

Change management theory

KURT LEWIN

Force field analysis

Forces driving change

Forces resisting change

Strategy to address

JOHN KOTTER

8 step process

Understanding implications

Identifying Support

Articulating vision and gaining buy-in

Quick wins

Consolidation

ROSABETH MOSS KANTER

Change Masters

Environment

Kaleidoscope thinking

Communicate clear vision

Build coalitions

Work through teams

Persist and persevere

Make everyone a hero

Change management theory

WARREN BURKE AND GEORGE LITWIN

12 organisation dimensions

External environment

Strategic Management

Operational Management

Staff Management

GERARD EGAN

Shadow-side

Theory

Stakeholder management

Allies, Fellow Travellers, Loose Cannons,

Bedfellows, Adversaries etc.

Change management theory

“Every child is entitled to a birthright” ….to equal opportunity regardless of the circumstances of their birth.

Specialising in working with families led by one person.

60 years anniversary in November – a national organisation for 54 years.

14 member organisations - vary in size and capacity.*

18 month project – Future Focus

Birthright New Zealand

Why change?

Government expectations Wider changes in funding

environment

Client needs Survival of the fittest

OPERATING ENVIRONMENT

Moving from “us and them” towards “us and us”

Building trust and rapport

Focussing on relationships

Getting some quick runs on the board

Starting at the very beginning

Changing the conversation

:Some benchmark information to work with and some discerning comments

“Certainly an enormous improvement since the appointment of the CEO”

“The CEO is great”

“CEO is very approachable and knowledgeable”

Knowing the very best place to start

Hearing the stories

Building the framework

What is possible?

Challenge – what’s the right level of detail?

Ownership and buy-in ……………but not too much!

Option generation

Two stage process

Original – project team

Final version – enhancements after discussion

Evaluation and Recommendation

• Leadership • A roadmap • A unified vision and purpose • Understanding what success will look

like • Understanding what you can live

with

What matters?

• Look for enablers and allies

• Keep asking “what’s behind the words?”

• Resourcing makes a difference

• Feedback loops need to be constant

• Keep exploring the possibilities

• Keep answering “What’s in it for me/us?”

• Need to win Hearts & Minds

• Allow for an escape clause

Learnings so far

What are the opportunities if we build parallels between good dispute management and good change management?

Is there an opportunity to upskill managers and leaders in their capacity to manage change by increasing their understanding and competency in ADR techniques?

So what?

Sometimes ……………

Connections have to be pointed out to us

Sometimes………..

It can be a case of taking what works and applying it differently.