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Transcript of Training to QSA
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8/3/2019 Training to QSA
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Changing Mindset
1
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Resistance to change
Mindset
2
Why people dont want to change ?
- situation is good enough / fear of unknown
- stability of organisation to unstability
- routine behaviour
- bad past experiences
- Values
-people perceive what you will win and what theywill lose
- People dont resist change, they resist being changed
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Factors to facilitate change
Mindset
3
Benefits versus cost (disconfort not to change)
Simplicity versus complexity
Possibility of trial
The enthousiasm of a group of pioneers
Freedom of controlling ones path to achieve the expected outcome :
1) Define the outcome you want
2) Suggest a path to achieve it
3) Allow people to reject your path as long as they choose an alternate route to thesame destination
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The classical method
Mindset
4
1. Create urgency
2. Form a powerful coalition
3. Create a vision for change and a strategy
4. Communicate the vision
5. Remove obstacles
6. Show short-terms wins
7. Build on the change
8. Anchor the changes in organisational culture
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The classical method
Mindset
5
1. Create urgency : if not, with the first difficulties, everyone will find good reasons topostpone
2. Form a powerful coalition : alone you cant move mountains, only a team gatheringpower, expertise, leadership and trust can succeed in implementing change
3. Create a vision for change and a strategy : a vision for future that is attractive and
believable is essential to gather enegies
4. Communicate the vision : do not under-estimate efforts to share the vision to the wholeorganisation
5. Remove obstacles : Leaders must delegate implementation management but they mustalso provide support when organisation resist
6. Show short-terms wins : if not, some key-players may abandon you
7. Build on the change : Change must go on quickly
8. Anchor the changes in organisational culture : culture and values must be conformwith new behaviours and rules , if not change wont stick
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1 - Create urgency
Mindset
6
For change to happen, it helps if the whole organisation really wants
it. Develop a sense of urgency around the need for change.
This isn't simply a matter of showing people problems or talkingabout increased competition. Open an honest and convincing
dialogue about what's happening.
What you can do:
Identify potential threats, and develop scenarios showing what could happen in the
future
Examine opportunities that should be, or could be, exploited
Start honest discussions, and give dynamic and convincing reasons to get people
talking and thinking
Request support from outside stakeholders to strengthen your argument.
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2 - Form a powerful coalition
Mindset
7
You can find effective change leaders throughout your organization
they don't necessarily follow the traditional company hierarchy.
To lead change, you need to bring together a coalition, or team, ofinfluential people whose power comes from a variety of sources,
including job title, status, expertise, and political importance.
What you can do: Identify the true leaders in your organization
Ask for an emotional commitment from these key people Work on team building within your change coalition
Check your team for weak areas, and ensure that you have a good mix of
people from different departments and different levels within your
organisations
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- Create a vision for change
Mindset
8
The vision has to be attractive, ambitious, but realist, believable
A clear vision that people can grasp easily and remember
No jargon but metaphors
Guides the change effort
Gives a meaning to the efforts
+ a strategy that can achieve that vision
Practice your vision speech often !
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4 - Communicate the vision
Mindset
9
Talk often about your change vision
Openly and honestly address peoples' concerns andanxieties
Apply your vision to all aspects of operations fromtraining to performance reviews. Tie everything backto the vision
Lead by example.
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5-R
emove obstacles
If
Mindset
10
structure prevent progress leader must act
Some managers block necessary measures face directly the problem with them
Efforts are ruined by lack of skills provide training
HR systems unfit show where is your priority
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6 - Show short-terms wins
Mindset
11
Nothing motivates more than success.
Give your organisation a taste of victory within a year
Without this, critics and negative thinkers might hurt your
progress.
What you can do :- Create short-term targets not just one long-term goal.
- Early targets must be easy
- Rewards people that help to meet the targets
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7 - Build on change
Mindset
12
After beginning change always new necessary
works appear
After every win, analyze what went right and what
needs improving
Set goals to continue building on the momentum
you've achieved.
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8 - Anchor the changes
Mindset
13
- Culture can change only when practive hasalready changed.
- Declare victory. Tell success stories.Commemorate.
- Publicly recognize key members of your originalchange coalition
- Include the change values when hiring andtraining staff
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Adopting a new mindset
Mindset
14
From foes & friends to allies / opponents :
youre with me of against me ? choose your side, dude !
he is my friend, so he will side with me
consequences : giving over importance to extremes
disdaining of hesitating persons
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The map of players
Mindset
15
For a given objective
At a specific moment
Enable to locate people
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The map of players
Mindset
16
Antagonism
Synergy
- 1 - 2 - 3 - 4
+1
+2
+3
+4High synergy
Low synergy
Low antagonism High antagonism
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The map of players
Mindset
17
+ 1
+ 2
+ 3
+ 4
- 1 - 2 - 3 - 4Passive Uses power
To get a good
deal
Surrenders
If not strongest
Whatever the price
Willing to
negotiate
Not willing to
negotiate
Wont follow
But follows
Our initiatives
But gives up
w/o support
W/ unquali
fied supportTake
initiatives
Do not take
initiatives
Synergy
Antagonism
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The map of players
Mindset
18
- 1 - 2 - 3 - 4
+1
+2
+3
+4
Objective
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Date :................................................................
Names
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7 :......................................................................
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9 :......................................................................10 :....................................................................
11 :....................................................................
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14 :....................................................................
15 :....................................................................
Synergy
Antagonism
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The map of players
Mindset
19
Synergy
Antagonism
1. Passives
2. Hesitants, waverers
3. Torn, schizo
4. Revolutionaries
5. Opponents
6. Moaners
7. Militants, zealots
8. Gold Triangle
7
1
4
3
8
6
5
2
+4
+3
+2
+1
-1 -2 -3 -4
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Mindset
20
1 - passives, silent majority
Their attitude
Your behaviour
not concerned by the project, no personal opinions, not a big dealnot concerned by the project, no personal opinions, not a big deal
will do nothingwill do nothing
can slip into opposition if forgottencan slip into opposition if forgotten
tthey do not like uncertaintyhey do not like uncertainty
keep them updated, show them considerationkeep them updated, show them consideration
our final targetour final target
be the boss: give them orderbe the boss: give them order in a way which cause them to be minimallyin a way which cause them to be minimallydisrupteddisrupted
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Mindset
21
2 - hesitants
Their attitude
Your behaviour
have points for and against the projects, often relevants points (+2,have points for and against the projects, often relevants points (+2, --2)2)
can be active to get a better understanding, even w/o youcan be active to get a better understanding, even w/o you (+3,(+3, --3)3)
have a short path to become allies or opponentshave a short path to become allies or opponents
priority target, keep them informedpriority target, keep them informed
consult them, argue, make them thinkconsult them, argue, make them think
show that you take really their opinion into accountshow that you take really their opinion into account
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Mindset
22
- torn people
Their attitude
Your behaviour
enthusiastics, full of energy, the first toenthusiastics, full of energy, the first to buybuy your project your project
they take initiatives, sometimes too muchthey take initiatives, sometimes too much
they do not appreciate being contradicted,they do not appreciate being contradicted,and can changeand can change opinion with the same energyopinion with the same energy
be careful : keep them inbe careful : keep them in controlcontrol
give them limited objectivesgive them limited objectives
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Mindset
23
4 - revolutionaries
Their attitude
Your behaviour
your project contradicts their own, and they will do whateveryour project contradicts their own, and they will do whateverto oppose yoursto oppose yours
they are not in a discussionthey are not in a discussion moodmood
do not spoil time with them, they wont change their opiniondo not spoil time with them, they wont change their opinion
use your allies to isolate them and show theiruse your allies to isolate them and show their fanatismfanatism
if necessary, have your allies attack themif necessary, have your allies attack them
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Mindset
24
5 - opponents
Their attitude
Your behaviour
they carry a significant activity against your projectthey carry a significant activity against your project
not your target, dont spoil your energy on themnot your target, dont spoil your energy on them
do not answer to them, it will give importance to their argumentsdo not answer to them, it will give importance to their arguments
respect them as opponentsrespect them as opponents
they are in a discussion mood and try to convince youthey are in a discussion mood and try to convince you
that your project is wrongthat your project is wrong
use usual negotiation technics (salami, may i go on, and your sister,use usual negotiation technics (salami, may i go on, and your sister,etc.)etc.)
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Mindset
25
6 - moaners
Their attitude
Your behaviour
they can "contaminate" passivethey can "contaminate" passive
they express their disagreement, they moan, but do nothing realthey express their disagreement, they moan, but do nothing realagainst the projectagainst the project
listen to them : they are a good source of infolisten to them : they are a good source of info
tell them things that you would like everybody to knowtell them things that you would like everybody to know
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Mindset
26
7 - militants, allies
Their attitude
Your behaviour
accept them as they are, spend time with themaccept them as they are, spend time with them
give them things to do, to say, people to meetgive them things to do, to say, people to meet
make them experiment difficulties to train their skillsmake them experiment difficulties to train their skills
ask them what they can doask them what they can do
followersfollowers or zealots, they agree with your project, as it is,or zealots, they agree with your project, as it is,and trust you to go through itand trust you to go through it
they are willing to do anything, but sometimes are not good at arguingthey are willing to do anything, but sometimes are not good at arguing
for the project, because of lack of credibilityfor the project, because of lack of credibility
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Mindset
27
8 - golden triangle
Their attitude
Your behaviour
they can carry on a true activity for the project and take initiativesthey can carry on a true activity for the project and take initiatives
they take the defense of the project against opponentsthey take the defense of the project against opponents
they have a critical mind and somewhat disagreethey have a critical mind and somewhat disagreewith the way you lead the projectwith the way you lead the project
detect them, and select them as efficient enginedetect them, and select them as efficient engine
spend time with them, make them participatespend time with them, make them participate
support them when they express their opinionsupport them when they express their opinion
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Action communication principles
Mindset
28
information
consultation
participation
information
consultation
information
isolation
allies
opponents
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Action management principles
Mindset
29
participating
negociation
direct orders
imposing
allies
opponents
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Action for relational situations
Mindset
30
allies
opponents
meetings
interpersonnal
meetings
(if allies)
interpersonnal
meetings
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The Strategy of Allies
1 - detect your allies
If not enough, go look for them
mobilise them
organise them
2 - accept your allies as they are
Do not neglect allies because they are not perfect,
your are not neither
Mindset
31
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The Strategy of Allies
3 - gives consideration to your allies
Give them power Spend 99% of your time with them
4 - mobilise your allies
From I will do somethong for you to you will do
something for our common goal
Mindset
32
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The Strategy of Allies
5 - use your allies to get new allies
6 - use your allies to fight your opponents
Provide them with arguments and advices
Mindset
33
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a Project does not die because of
opponents
but because of lack of organised
allies
Mindset
34