CHANGE MANAGEMENT ARE YOU A MANAGER OF CHANGE?

CHANGE MANAGEMENT

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ARE YOU A MANAGER OF CHANGE?

CHANGE MANAGEMENT


“MOANING ABOUT CHANGE IS FUTILE” YOU

ARE A CHANGE AGENT

AND YOU

ARE PAID

TO COMBAT ENIRONMENTAL CHALLENGES AND CRISES THROUGH EFFECTIVE MANAGEMENT OF CHANGE STARTING FROM YOUR OWN ORGANISATION

CHANGE MANAGEMENT


STRUCTURE OF THE TRAINING

1. Psychology of change

2. Why change? Drivers to change

3. How to change? Triggers for change

4. Wrap – Up: Quick Scan on readiness for change

CHANGE MANAGEMENT


LEARNING TARGETS

• To perform effectively a change manager must

• Gain insight in the drivers that drive change

• Master the triggers for change

• Acquire sound knowledge and skills in change management

• Be capable to manage change processes

• Hence gradually adapt organisational missions, strategies, resources and projects

CHANGE MANAGEMENT



1.Psychology of change 2. Why change? Drivers to change

3. Triggers for change


CHANGE MANAGEMENT


PSYCHOLOGY OF CHANGE

• We experience changes physically, mentally and emotionally

• Usually it is subtle and slow but it can be sudden – disrupting our work, dislocating our relationships or ruining our leisure time. Sometimes we can discern a pattern, sometimes not

• Sometimes we can explain it, sometimes not

• Changes involves the familiar; sometimes the unknown. Many of us prefer what is familiar

• Rather than seek change, we continue to live with our old familiar feelings (patterns and routines)

CHANGE MANAGEMENT


Likely reactions from the individualfacing with change

Anno unc eme nt imple men tati on

Schock

Anger

Acce ptan ce

T est ingConfus ion

Denial

Cooperation

Adopt changes

Enthous iasm/Decept ion

Evaluate impact

Announcement

Acceptance


CHANGE MANAGEMENT



LIKELY REACTION (OF GROUPS OF PEOPLE) TO CHANGE

PRO-ACTIVERESISTORS

DEFENSIVERESISTORS

BYSTANDERS

CHANGEAGENTS

CHANGEAGENTS

INWAITING

ActivelyAgainst

Neutral StronglySupportive

Yes

No

Havenecessary

attitude andskills forproposedchange

Commitment to Proposed Change

CHANGE MANAGEMENT



LIKELY PHASES IN AN ORGANSATION UNDER CHANGE

THECONTENTMENT

ROOM

THEDENIALROOM

THECONFUSION

ROOM

THERENEWAL

ROOM

DUNGEONOF DENIAL

PARALYSISPIT

WRONGDIRECTION

DOOR

THESUN

LOUNGE

THE CHANGE HOUSE

Source: Nick Fry and Peter Killing, Strategic Analysis and Action,

Fourth Edition, Prentice Hall Canada, 2000

CHANGE MANAGEMENT


CHANGE HOUSE : ROOM OF DENIAL

Say Act

“It’s nothing to do with us”

“It won’t happen here”

“Nobody else can do what we do”

“If it isn’t broke don’t fix it”

Defend the past

Justify the present

Blame everybody else

Miss the message

CHANGE MANAGEMENT


CHANGE HOUSE : ROOM OF CONFUSION

Say Act

“We can’t do anything, it’sall been decided”

“I’m looking for anotherjob”

“The management don’t care,they’ll just move on”

“What can we do?”

Frustration

Withdrawal

Blaming management

No sense of direction

CHANGE MANAGEMENT


CHANGE HOUSE : ROOM OF RENEWAL

Say Act

“We have to keep improving -work smarter not harder”

“We’re all part of the sameteam”

“Yes, we can do it”

Understand and work to targets

Accept responsibility

Know what we are trying toachieve

Seek continuous improvement

CHANGE MANAGEMENT



1. Psychology of change

2.Why change? Drivers to change



CHANGE MANAGEMENT


WHY CHANGE? DRIVERS TO CHANGE

• Is your public service or agency able to come up with answers to problems that have no past and with solutions to problems that cannot be tackled by remedies of the past

• If no, it is doomed to loose the essence of its existence and hence to fade away in redundancy for which nobody is prepared to pay

• If yes, prepare for change

CHANGE MANAGEMENT


WHY CHANGE?: Theories of change

• Economic theory of change: competition, markets and innovation

• Psychological theory of change: fullfilment of individual needs

• Sociological theory of change: powerful groups

• Cultural theory of change: values, myths, beliefs

• Biology theory of change: survival of the species / planet

• System theory of change: crisis necessitates change

• Political theory of change: opportunities for new politics

CHANGE MANAGEMENT


T im e fo r a C h an g e

Revised budgeting

Institutional reform

New Regulations

Economics

Grow th/Dec line

Competition /Competing programs

New Technology

Changing Values / Needs

Acts of Nature/God

New Leadership

Personal fate/ health

DRIVERS TO CHANGE

CHANGE MANAGEMENT


DRIVERS TO CHANGE IN THE MOBILITY COVENANT CASE IN FLANDERS

• New minister

• Competing political program from Green Party

• Changing values and needs re sustainable mobility

• Personal health : high number of fatalities in road accidents

• Cooperation and partnerships

• Institutional reform

CHANGE MANAGEMENT


DRIVERS TO CHANGE IN THE KOSOVO CASE

• Post war recovery

• Economic development

• Status for Kosovo

• Self -government

• European Vocation

CHANGE MANAGEMENT


The Change Curve

Good

Poor

StrategicPerformance

Time

Source: Nick Fry and Peter Killing, Strategic Analysis and Action,Fourth Edition, Prentice Hall Canada, 2000

?

AnticipatoryReactive

CrisisLet’s start the change process

OK, we must to change

We better start to change

CHANGE MANAGEMENT


The Change Curve

Good

Poor


Time


Things aregoing well.

Do we reallyneed to change?Can we

experiment?


Crisis

CHANGE MANAGEMENT


The Change Curve

Good

Poor


Time



Crisis

What needsto change?

Where do westart?

Can we findan early win?

CHANGE MANAGEMENT


The Change Curve

Good

Poor


Time



Crisis

We need tomove fast.

Who can ITrust?

Where do westart?

CHANGE MANAGEMENT



1. Psychology of change 2. Why change? Drivers to change

3.Triggers for change


CHANGE MANAGEMENT


L ead an d co m m u n icate

ch an g e

Evaluate, consolidate and institutionalize new approaches

P roduce more change

Ensure Resources for short term projec ts and w ins

Implement new instrumentsand demonstrative projec ts

Leadership and Coalition of Partners

Create a Sense of Urgency for change

Empow er staff and stakeholders to ac t on the vision

Create a Vision and Strategy

TRIGGERS FOR CHANGE

CHANGE MANAGEMENT


TRIGGERS FOR CHANGE IN THE MOBILITY COVENANT CASE IN FLANDERS

• New regulation and procedures: the mobility covenant

• Ensured resources for demonstrative projects

• Continued committed leadership and strong coalition of partners

• Taskforce to steer and evaluate progress

• Consolidation and institutionalisation of system

• Affected new programs

CHANGE MANAGEMENT


TRIGGERS FOR CHANGE IN THE KOSOVO CASE

• European Partnership Action Plan

• Priority Actions

• Capacity Building projects

• Additional Resources

• Monitoring Progress

CHANGE MANAGEMENT


TRIGGERS FOR CHANGE

• Trigger 1: Create a common sense of urgency

• Identify and discuss anticipation to potential crises or looming crises, or major opportunities for change on objective and on emotional grounds

• Examine market and competitive realities

• Formulate the “why to change”

• Refer to leading and peer scientific research / models / best practice

CHANGE MANAGEMENT


TRIGGERS FOR CHANGE

• Trigger 2: Form a Powerful Leadership & Coalition of Partners

• Assemble a group with enough and potential power to lead the change effort

• Encourage the group to work together as a team

• Seek strategic partners outside your organisation

CHANGE MANAGEMENT


TRIGGERS FOR CHANGE

• Trigger 3: Create a Vision and Strategy

• Create a vision to help direct the change effort

• Develop strategies for achieving that vision

• Define demonstrative actions

CHANGE MANAGEMENT


TRIGGERS FOR CHANGE

• Trigger 4 : Empower staff and stakeholders to act on the Vision

• Change systems, structures that seriously undermine the vision

• Encourage risk taking and non-traditional ideas, activities and actions

• Get rid of obstacles and routines that adverse change

• Facilitate new behaviours by the example of the guiding coalition and example

CHANGE MANAGEMENT


TRIGGERS FOR CHANGE

• Trigger 5 : Ensure resources for Short-term Projects and Wins

• Ensure budgets and human resources for demonstrative and innovative projects that have proven to be successful in other countries

• Ensure budgets and committed staff to initiate risk projects

• Hire and promote employees who can implement the vision.(in case you don’t find them within your organisation, hire expertise for change from outside)

CHANGE MANAGEMENT


TRIGGERS FOR CHANGE

• Trigger 6 : Implement Demonstrative Projects and Instruments

• Plan for publicly visible improvements

• Facilitate and create those improvements and projects

• Encourage demonstrative projects

• Recognise and reward employees involved in the improvements

CHANGE MANAGEMENT


TRIGGERS FOR CHANGE

• Trigger 7 : Evaluate, Consolidate and Institutionalise New Approaches, Produce More Change

• Use your increased credibility to change policies, structures and routines that don’t fit the vision

• Reinvigorate the process with new projects, themes and change agents

• Articulate the connections between the new behaviours and corporate success

CHANGE MANAGEMENT


TRIGGERS FOR CHANGE

• Trigger 8 : Lead and communicate the change process

• Use every vehicle possible to communicate the new vision and strategies

• Your change agents and change agents in waiting are the people you rely on

• Mixed approach to the hesitating and the pro-active resistors.

• The group of the defensive resistors should not be targeted

PRO-ACTIVERESISTORS

DEFENSIVERESISTORS

BYSTANDERS

CHANGEAGENTS

CHANGEAGENTS

INWAITING

ActivelyAgainst

Neutral StronglySupportive

Yes

No

Havenecessary

attitude andskills forproposedchange

Commitment to Proposed Change

CHANGE MANAGEMENT


The 4 communicative approaches for change

Cognitive approach: objective data to convince the ‘rationalist’

Learning approach: Training and guidance on best and promising practices to convince the ‘learning’

Conversational approach: maintain conversational interaction with stakeholders to convince the ‘willing’

Coercise approach to the active resistors and non -willing

CHANGE MANAGEMENT



1. Psychology of change 2. Why change? Drivers to change


4.Wrap – Up: Quick Scan on readiness for change

CHANGE MANAGEMENT


WRAP UP

• Change management involves both generating and directing the needed changes in an organisation and mastering the drivers / dynamics of change by organizing, implementing and supporting the triggers for change

CHANGE MANAGEMENT


THE CONTENT

the WHAT of change

THE PROCESS

The HOW to Change

THE CONTEXT

The WHY of Change

Crafting Change

CHANGE MANAGEMENT ARE YOU A MANAGER OF CHANGE?

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