Change management session 4. v2 aug 2010
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Transcript of Change management session 4. v2 aug 2010
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www.mba-consulting.co.uk
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Management
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How will you cope with these common stressors ..
• Dealing with conflict• Reduced effectiveness• New systems (I.T., evaluation, communication etc)• Training Needs
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Are you ready to lead the change?
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In a change process, which of the following would best describe your
approach?
• evade and elude • yield and comply • control and dominate • balance and compromise • contribute and commit • exploit and manipulate • prescribe and inform
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Jane Mouton/Robert Blake Management Behaviour Grid
PRODUCTION CONCERN
PEOPLE CONCERN
High
HighLow
Low
Country Club(yield and comply)
Middle of the Road(balance, compromise – status quo)
Impoverished(evade and elude)
Produce or Perish (control and dominate)
Team Style (contribute and commit)
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Can you tolerate ambiguity and change …
• Can you see both sides of an argument?• See good in someone you don’t like?• Recognise the failings of those you love?• Are you quick to defend your position in a dispute?• Like to see closure on issues being debated?• Hold passionate convictions about politics, people,
religion, society etc?
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Can you tolerate ambiguity and change …
• Can you see both sides of an argument?• See good in someone you don’t like?• Recognise the failings of those you love?
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Can you tolerate ambiguity and change …
• Are you quick to defend your position in a dispute?• Like to see closure on issues being debated?• Hold passionate convictions about politics, people,
religion, society etc?
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Stress Management
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Where are YOU on the change curve?
Time
Shock
Denial
Anger
Self Doubt
Letting Go
Testing Options
Self Awareness
Renewal
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How to build your own change
resilience
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What is stress?
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How do you behave when you are stressed?
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My List …
•a shortened temper •irrational mood swings•procrastination •increased consumption of alcohol, caffeine and tobacco •increased consumption of junk food •lack of energy •poor memory
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Coal (after pressure is applied)
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The Peak Performance Model
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Time
Per
form
ance
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Time
Per
form
ance
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Helpful Pressure
Unhelpful Pressure
Degree of Stress
Performance
Ideal stress level
Breakdown Point
Stimulation Curve
Vulnerability Curve
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What causes stress in your life? Name it!
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What happens to you when you are …
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What is the difference between a stressed person and a tree frog?
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The Temperature Test… YES OR NO?
I often feel that my levels of motivation are not as great as they once were.
The quality of my work has declined in recent weeks or months.
I sometimes feel a growing dissatisfaction with my job or role.
These days I seem tired all the time.
I am taking more time off sick than I used to.
I don’t feel in control.
I often find myself thinking negatively – I used to be more positive than this.
I avoid any confrontation.
Recently I have tended to disengage from any situation or relationship which might cause more stress.
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Stress Management
Toolkit
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Stress Reduction Kit
BANG HEAD HERE
Place Stress Reduction Kit on wall
Bang repeatedly with head
Stressful situation will disappear simultaneously with consciousness
1
2
3
Directions:
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The 10 Point Stress Management Toolkit1. The 3 Ps
2. The 3Cs
3. The 3Rs
4. Count your blessings
5. Belittle others
6. Act Smart
7. Use the wisdom of the East
8. Revel in incompetence
9. Take refuge
10. Don’t take yourself too seriously
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3Ps
• Purpose
• Passion
• Persistence
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3Cs
• Competence
• Concentration
• Confirmation
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3 (double) Rs – a peak performance model
• Rest and Recuperate
• Reflect and Revise
• Repeat and Reinforce
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Count Your Blessings
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Thee is always someone worse off than you
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Imagination is more powerful than willTo diminish unpleasant and stressful experiences:Step out of the image (dissociate)
Still the image
Shrink the image
Add distance
Drain out the colour
Make the image dull, grey and out of focus
Make the sounds fade into the distance
To intensify positive and resourceful experiencesStep fully into the image (associate)
Make the image into a movie
Make the image bigger and closer
Intensify the colours, increase the brightness and clarity
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People are the
problem!
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Take Refuge
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Eastern Wisdom
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Shallow Breathing
Difficulty Concentrating
Brain starved of oxygen
Mistakes, indecision
More Stress
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Work Smart
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7 common behaviours guaranteed to increase your stress (and that of your colleagues)
Regularly work late
Travel during the rush hour
Be honest with everyone. All the time. About everything.
Nurture grievances
Try to finish your to-do list by Friday
Listen to the news in the morning
Always make sure that you have the last word
1.
2.
3.
4.
5.
6.
7.
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Learn to love Incompetence
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- These are actual excuse notes teachers have received, spelling mistakes included-
My son is under a doctor’s care and should not take P.E. today. Please execute him.
Please excuse Lisa for being absent. She was sick and I had her shot.
Please excuse Ray Friday from school. He has very loose vowels.
Please excuse Tommy for being absent yesterday. He had diarrhea and his boots leak.
Please excuse Jimmy for being. It was his father’s fault.
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Don’t take yourself too
seriously
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Take the work seriously – but yourself lightly
• The General• The Politician• The Florist• The Policeman• The Airline Pilot
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10 Key Conclusions
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The better you become at managing change, the more
success you will have
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No one likes change. No one will thank you.
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Focus on the people, rather than the structural change
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The bigger the organisation, the tougher the job
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Remove ‘restraining forces’ before increasing ‘driving forces’
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Consult early. Include the most difficult people.
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Work hard on the vision and its communication
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It’s not what you say it’s the way that you say it
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Keep the clutch at ‘biting point’ (not too much pressure, nor too
little)
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Remember – the more things change, they more they stay the
same
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…expect everything
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What happened to the puppy ?