04/10/2023

PIG South East Branch

Change Management, Some brief insights....

Nick Hester Exp Training & Development

04/10/2023

Storyboard

•Encyclopaedia of Change Management models

•The theories have become more complex?

•Reality check

•Where do you start?

•Some Examples of change ......

•Can’t we stop them Talking?

•Some frameworks

04/10/2023

Encyclopaedia of ChangeChange & Organisation

04/10/2023

Encyclopaedia of ChangeCommunication & Skills

04/10/2023

Decision makingEncyclopaedia of ChangeDecision Making & Valuation

04/10/2023

Encyclopaedia of ChangeHuman Resources

04/10/2023

Encyclopaedia of ChangeWhole Brain Model & Human Ethics Responsibility

04/10/2023

Aesop's fables

The Crow and the Pitcher (change being provoked by pressure or necessity)

The North Wind and the Sun (gentle persuasion rather than force)

The Lion and The Ass (enforced change - might is right) The Crab and his Mother (lead by example and evidence - or

you'll not change people) The Miller, his Son and the Ass (no single change is likely to

please everyone - everyone wants something different) The Oak and the Reeds (the need for tolerance - changer or

'changees') The Rich Man and the Tanner, (time softens change - given

time people get used to things) The Ass and the Mule (agree to reasonable change now or you

can risk far worse enforced change in the future)

04/10/2023

Change Management

Practice

IntegrationChaos Status quo New status quo

Time

Per

form

ance

Interrupt

Change Focus

04/10/2023

Dimensions of Change

Leader Driven

Process Driven

Improvement

Organizational Renewal

04/10/2023

Change Curve VariantEm

otio

nal

Resp

onse

Time

Start of change/Stability

Denial

Anger

Acceptance

Depression

Bargaining

Testing

Paralysis

Passive

Active

04/10/2023

Blame & Politics, Indicators of Challenges of the Change

04/10/2023

Business Planning Process

Purpose/ Mission

SWOT

Critical Issues

Objectives

External ReviewMarket Review

Internal Review

PRIMO-F PESTLE

04/10/2023

Three Critical Components of Change Management

Stakeholders

Alignment

Transition

Stakeholders

The appropriate people are involved, consulted and communicated with effectively during the life cycle of the change initiative

Alignment

The change journey is aligned with the strategy of the organizationThe future operating model is sustainable

Transition

The change journey is clearly planned and articulated during the transition to the future operating modelSupport for the change is widespread throughout the organization

04/10/2023

MotivationConscious level

Unconscious level

SkillsWhat I can do

KnowledgeWhat I know

ValueWhat do I think is important?

Self imageHow do I see myself?

My traitsWhat are my habits?

My motivesWhat energizes me?

04/10/2023

The change world is changing..

04/10/2023

Creative Organisational Assessment

04/10/2023

04/10/2023

Systems Diagnostic

04/10/2023

Is the Organisation Ready?

04/10/2023

The Reality!

Political BehaviorThe activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one’s preferred outcomes.Common Political Behaviors

InducementPersuasionCreation of an obligationCoercionImpression management

Managing Political Behavior

Be aware that even if actions are not politically motivated, others may assume that they are.

Reduce the likelihood of subordinates engaging in political behavior by providing them with autonomy, responsibility, challenge, and feedback.

Avoid using power to avoid charges of political motivation.

Get disagreements and conflicts out in the open so that subordinates have less opportunity to engage in political behavior.

Avoid covert behaviors that give the impression of political intent even if none exists.

04/10/2023

Can’t we stop them talking!!

A Satirical look at BP

04/10/2023

High Politics OrganisationCommon Approach to Business Problems

04/10/2023

You can over Engineer Change fit for purpose/trade off?

04/10/2023

A Level Process for Conducting Change Analysis

1. Scope work and senior sponsorship

6. Agree next steps with wider programme team

5. Analyse and understand outcomes

4. Carry out Change Analysis activities

3. Plan Change Analysis activities

2. Agree what success looks like

04/10/2023

Conscious Competence learning model

• He who knows not, and knows not that he knows not, is a fool - shun him,

• (= Unconscious Incompetent)•

He who knows not, and knows that he knows not is ignorant - teach him,

• (= Conscious Incompetent)

• He who knows, and knows not that he knows, is asleep - wake him,

• (= Unconscious Competent)

• But he who knows, and knows that he knows, is a wise man - follow him.

• (= Conscious Competent)

04/10/2023

Organisational Assessment

04/10/2023

Change Curve

Satisfaction• Celebrate achievement• Reward and recognition• Communication & mobilization

TIME

Certainty• Communication and mobilization around the urgent need for change• Analysis and Design findings• Business Case

Negative

Positive

Level of Optimism

Hope• Visioning• To-be plans• Persistent Leadership

Doubt• As-is Mapping• KPI’s• RACI• Dynamic leadership• Resistance to change toolkits

Confidence• Change Management tools• Stakeholder mobilisation• Communication

04/10/2023

•

•Professional development

•Staff independence and influence

•Time to understand

•Time to personalise

•Support network•Time to understand

•Time to personalise

•Enaction of innovation

• Process constraints

• Imposed practices

• Separation of new practice with personal beliefs

• Personal interests

• Personal desire

•Staff adapting to change

• Inspection and review

• Assessment constraints

• Fear of unknown

• Challenge to ‘power’

• Process constraints

• ITT and CPD

• Access to training

• Understanding new approach

• Poor goal definition

• Poor alignment of actions to goals

• Poor monitoring of results (standard and non-standard)

• Confidence in new approach

• Confidence in new approach

• Poor communication and access to information

• Poor participation in teams

• Understanding new approach

• Management of tools

• Time constraints

04/10/2023

Organisational Assessment..Fit for Purpose...

04/10/2023

Dads Army