Download - Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Transcript
Page 1: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Change – this time it’s personal!

Sue PriceHead of Service Improvement

Shropshire and Staffordshire Strategic Health Authority

Page 2: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

“while the primary stimulus for change remains those forces in the external environment,

the primary motivator for how change is accomplished

resides with the people within the organisation”

Benjamin and MabeyFacilitating Radical Change (1993)

Page 3: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Background

“Change may be an imprecise science, but evidence is available on what works and what does not, and the NHS must make use of this.”

• White Paper - “A First Class Service”

Page 4: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Challenges and opportunities for the NHS

• Changing pressures of the environment• Multiple stakeholders ~ internal/external• Changing technologies• Complex organisations ~ interdependence• People ~ experience of change

interventions ~unforeseen/unintended consequences

Page 5: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Why do we need to change hearts and minds?

If we only change hearts people accept changes but do not understand them

If we only change minds then people are not committed to the changes

Page 6: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

‘Any improvement is a change,

not every change is an improvement,

but we cannot improve anything unless we change it’

Goldratt, Theory of Constraints (1990)

Page 7: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Change means doing things differently!

It creeps up on people…...– They nod happily about need for change– They vigorously agree with the new ideas– but..– They become nervous when they realise

that they need to do think differently, not just other people

Page 8: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

How comfortable are you?

Do you find the idea of change exciting or uncomfortable?

Page 9: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Change and learning

Comfort Zone

Panic Zone

peopleclose up

they freeze

they don’t learn

P.Senge (2000)

Page 10: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Discomfort Zone

Change and learning

Comfort Zone

PanicZone

UncertaintyLearning

Page 11: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Helping People to get to the Discomfort Zone

• Encourage them to trial new things (even if they don’t work)

• Create systems and processes that encourage a habit of experimentation

• Provide support• It is OK to say “I don’t know”• Understand process of loss and bereavement• Don’t impose change• Create ownership and involvement

Page 12: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

“It” is not Change - “It” is Transition

• Change is a “doddle” –it happens – its external

• Transition is an internal process of adjustment

• Help people to:– Let go of the old– Move through the neutral zone– Accept the challenge of the

new

William Bridges

Page 13: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Three phases of transition

Ending

Beginning

Neutral

Zone

TIME

Page 14: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Help people to understand why ‘it’ is happening

“People responsible for planning & implementing change forget that while the first task of change management is to understand the destination and how to get there. The first task of transition management is to convince people to leave home.

You’ll save yourself a lot of grief if you remember that”.

– William Bridges

Page 15: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

How well do you know yourself?

Are you ready to get to know yourself better?

Page 16: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Task focus

People focus

Passive Aggressive

Personal Styles

DRIVER

EXPRESSIVEAMIABLE

ANALYTICAL

Merrill & Reid, Personal Styles and Effective Performance (1999)

Page 17: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

How To Decide on your Personal Style

• Quick questionnaire

• Don’t over analyse

• Check with other people

• Work and home styles may be different

• Most people will have a predominant and back up style but will be able to adopt approaches from other styles

• A small number will not be able to identify a predominant style

Page 18: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Personal Styles

Analytical•formal•measured + systematic•seek accuracy

Driver•business like•fast + decisive•seek control

Amiable•conforming•less rushed + easy going•seek appreciation

Expressive•flamboyant•fast + spontaneous•seek recognition

Not everyone has 100% of one styleIdentify your main style

Page 19: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Working with others

• What are the strengths and weaknesses of this personal style?

• How can others best communicate with this personal style

Page 20: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Consider yourself in a situation of change: How do you behave under stress? What are your fears about change?

Analyticalunder stress:fears:

Driverunder stress:fears:

Amiableunder stress:fears:

Expressiveunder stress:fears:

Page 21: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Under Stress

Analytical•will withdraw

Driver•will become autocratic

Amiable•will submit

Expressive•will become offensive or sarcastic

Page 22: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Fears

Analytical•not enough information•making a wrong decision•being forced to decide

Driver•loss of control•failure•lack of purpose

Amiable•not being liked•not fitting•lack of social status

•not being recognised for efforts

Expressive•being ignored•being asked for detail•being linked with failure

Page 23: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Task focus

People focus

Passive Aggressive

Get it right

Get it done

Get along

Get appreciation

Finding the balance

DRIVER

EXPRESSIVEAMIABLE

ANALYTICAL

Page 24: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

It’s all about balance

To get it done

You need to get it right

To get it right you need to get along

To get along you need to make people feel appreciated

Page 25: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Three Phases of Transition and Personal Styles

Ending

Beginning

Neutral

Zone

TIME

EXPRESSIVE

DRIVER

ANALYTICAL

AMIABLE

Page 26: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

“If you always do what you do, you will always get what you got”.

So do something different

Albert Einstein

Page 27: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Have you ever resisted a change?

Tell us about it and why you resisted

Page 28: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Why do people resist change?

Even the most well thought out, positive change will be a threat to some existing thing of value to some people.

“Every act of creation is first and foremost an act of destruction”

– Pablo Picasso

Page 29: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Resistance is “feedback”A “resistor” – term applied to someone who

– “makes your life difficult” or “gets in the way” of the plan

If your starting point is

– something wrong with the person & their resistance is “an illness to be cured”

Better to see resistance as

– An attempt

Maybe poorly communicated, emotive, even hostile

– To tell you something

about the change

how it is being managed

Page 30: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Common reasons for resistance – the “vital few”

A desire not to give up something of valueA misunderstanding of the change and its implicationsA belief that the change does not make sense to the organisationA low tolerance to change

John Kotter & Leonard Schlesiger – Harvard Business Review 1979

Page 31: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Variation in response

Normal distribution curve of reaction to change in organisations

Active resistors

Wait & see

Enthusiasts

Page 32: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Do not use all your energy on active resistors

– Use your energy to shift distribution

– Consider which key players are in which category & manage them accordingly Active

resistorsWait &

seeEnthusiasts

Page 33: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Characteristics of Opinion Leaders

• Higher social status• More years formal education• Greater literacy• Higher aspirations and ambitions• Tend to belong to larger groups• Demonstrate empathy, rationality• Exposed to and use variety of

media• Greater knowledge of innovation

E. Rogers

Page 34: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

You cannot always take everyone with you

True of large scale changes in the way an organisation works and behaves

Invitation Ignoring Coercion Expulsion

Maximises the likelihood of people wanting to take part

in the change

Focuses on achieving a critical

mass

Uses organisational power to force people

to accept change

Involves actively removing people who do not work

with the requirements of

the change

Page 35: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Look for Motivators and Attractors

Page 36: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

So… the next time you encounter resistance

Take time to engage in dialogue

Display genuine curiosity

Help them explain

Remember their viewpoint

Identify the assumptions

Show your position

Test – using various “what if” cases

If it does not work – slow the process down Professor Sarah Fraser

Page 37: Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

Go to the peopleLive amongst them

Start with what they haveBuild on what they know

And when the deed is doneAnd the mission accomplished

Of the best leadersThe people will say

“We have done it ourselves”.Lao Tzu