Are you leading change? Or is change leading you? Navigating change
LEADING in CHANGE
Transcript of LEADING in CHANGE
Purposes : How do I get constructive instead of
passive or destructive in change? How do I take responsibility for the new
position I suddenly am in when change happens?
To understand the challenges in implementing change, and the way I, and other people around me, react to change.
KCYong
1. We feel anxious and become self-focused.
2. We focus on what we have to give up and what we will loose.
3. There are limits to how much change we as individuals can handle.
4. We need to see the vision.
5. We tend to fall back into our old habits, the way we used to behave.
6. We feel lonely even though others are going through the same process.
7. We all react differently to change depending on our personality, experience etc.
8. We must be allowed to grieve.
Common reactions to change:
KCYong
Organizational change includes new structures, new team members, different roles, re-location, a new boss etc.
Personal transformationis about the inner psychological and emotional process we experience during change
Change vs Transformation
KCYong
Change Management.
Set Goals
Time Plan
Budget
A business driver to deliver, with highest possible speed from decision to implementation, results according to:
By investing in the human side of change!KCYong
One definition of Change Management:
Creating a structured and planned process that engages people in finding ways to be able to:
Leave ”the old”andembrace ”the new”
KCYong
• 50–75% of all CHANGE efforts fail• Failure rates are higher when IT is involved
Statistics in Implementing …
Organisational Resistance 82%Insufficient Management Support 72%Unrealistic Expectations 65%Inadequate Programme Mgmt. 54%
KeyFactors:
KCYong
Resistance is energy!
It represents passion-what people care about.
Managed unskillfully (or not at all) it will be an obstacle to change.
But by managing it well, leaders can tap it’s energy and use it to fuel significant and beneficial change.
KCYong
Resistance – how does it show?
Confusion: So… (again) why are we doing this?
Immediate criticism: Open resistance
Denial : What change?
Malicious Compliance: Agreement with the intention to actively work against the change. Sabotage:
Easy agreement: Lack of commitment
Deflection: Important subject! But let us focus on something else!
Silence: …
KCYong
Avoiding it Minimising it Breaking it down Appealing to common sense Appealing to higher values
Re-inforcing resistance:
KCYong
Dealing with resistance Create a sense of urgency! Create “what to leave” and “what to get” pictures. Invite the individual to understand WHAT and WHY Allow grief Talk about it, share inspiration and fear, coach. Not “them and us” Be honest and transparent Create a sense of trust (sponsors and preferred senders) Don’t take away the pride What do I need to do instead? Be “in the eyes of the beholder” Engage
KCYong
The “Bell Curve”
10%
20%
30%
Innovators Early Adopters Early
MajorityLate
MajorityResisters
Early Adopters will affect Early Majority
Resisters will affect Late Majority
IMPORTANTStart by working with Early Adopters & Resisters
”Diffusion of Innovations, Everett Rogers”
KCYong
Roles in Change
Dir.Mgr.
Local Sponsor
PrimarySponsor
WHY!WHAT!
WHY!WHAT!
HOW!
ProjectMgr
C.M.
ProjectTeam
”HeadOffice”
Local projmgr
KCYong
time
Performance measure
result
= linear expectation
Expectations in a change process...what we aim at…
KCYong
Performance measure
Performance measure
Performance measure
time
time
time
…The reality! What we typically get…
KCYong
The tipping point!
time
Performance measure
13
4
Tipping point
Awareness Interest Trial Adoption
2
KCYong
Adequate programme management.
Act on decisions from committed decision makers. Be given and take the right role. Be given and ask for the right support. Have the compentence needed. Have the resources needed. Be given and ask for the right expectations. Be given and secure to understand the task. Have the support from a committed steering
group. Etceteras
KCYong
AnxietyFear
Hostility
Moving Forward
Disillusionment
Depression
Happiness
Acceptance
Guilt
Threat
Denial
The Process of Transition
Oh No! something
new is about to happen
but I cannot see what!
Yes, at last something is happening!
Now what’s going to happen?
What if mr x gets my job, Do. I have
the skills for this..
I can’t handle
what’s going to happen.
Nothing is really going to change
I should have seen it
coming! Why didn’t I
…?
I’ll prove that the old ways were better at any cost!
We’re going to be all
right
Change? Well it doesn’t
concern me.
”John Fischer”
KCYong
Case study
SENDER RECEIVERCOMMUNICATION
• Experience• Inner motivation• Competing
commitments• Old=not sender’s old• New=not senders new
• Send according to receveir’s needs.
• LISTEN to the receiver.• Understand inner noise• Domino effects
BE AWARE!NORMALLY WE’RE TOO FOCUSED ON SENDING OUR STORY!
KCYong
Also pay attention to:• Triggers.
• Resistance.
• Taking personal responsibility for the new position.
• Domino effects.
• Reasons for joining/not joining (inner motivation).
KCYong
http://www.youtube.com/watch?v=nGyutkBvN2s
What are the levers of change in this clip?
KCYong
http://www.youtube.com/watch?v=fW8amMCVAJQ
KCYong
Some general statements: 25% of all managers dance. 75% of all managers only ask their coworkers
to dance. To ask once is normally enough. 75% of the 75% never really understand the
dance, but still ask their co-workers to dance anyway, delegating what to dance to the co-worker.
20%of the co-workers start dancing the new dance, but since 80% keep to the old, and their manager do not dance, soon all co-workers dance the old dance to the new music.
KCYong
Thought Walk. 2x20 min
20 min coffee with individual reflection:”What will I have to stop doing, continue doing and start doing to make these building blocks work?”
Thought walk 2x20 min in pairs, sharing the above and where on the transition curve I am when thinking about “leaving the old” and “embracing the new”.
Be prepared to share where on the Transition curve you are, why you believe you are there, what you need to move on in the curve and how you are going to secure that your need is fulfilled..
KCYong
Why we need to reach Adoption.
ADOPTION
TRIAL
INTEREST
AWARENESS
R.O.I.COST FOR
SUB-OPTIMIZATION
• Speed of Adoption.• Ultimate utilization.• Proficiency
KCYong