Output from behaviours exercise at the Great Change Debate
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The document discusses various behaviors that individuals can adopt to support organizational change, emphasizing the importance of communication, engagement, and a positive mindset. Key behaviors include fostering an open dialogue, normalizing change, recognizing the discomfort associated with it, and promoting a no-blame culture. Additionally, it highlights the need for transparency, tailored communication, and the involvement of all stakeholders to create a supportive environment for change.
Output from behaviours exercise at the Great Change Debate
- 1. The Great Change Debate 05Mar15 Output from the post lunch exercise on behaviours that help organisations embrace change
- 2. The Challenge Each group was asked to identify the behaviours that each individual can display in order to help organisations embrace change. Behaviour was defined as: • The WORDS you say • HOW you say them • FACIAL expressions • BODY LANGUAGE
- 3. Engage/involve early 2-way dialogue – regularly Acknowledge uncertainty Communicate even when you don’t have the decisions – Explain the journey Balanced overview of benefits/ disbenefits – And clarity re were they site – Sell them as challenges – Make them sound positive Bring all shareholders in early Normalise change – recognise that it’s always happening (eg continuous improvement) just that some changes are bigger than others Make them part of the solution – choices/ solutions Coach and facilitate decision making vs telling Acknowledge that it will be uncomfortable
- 4. Perception No Blame Culture Balance money and emotions Describe opportunities Open arms Confidence Engagement – Walk around – Approachability Transparency Dialogue – listen Do learn do Respect Honesty Loyalty Creativity Trusting Active listening Purpose clear Role modelling Local champions Smile Information activities – Groups – Team – Organisation Humility
- 5. Honouring the past – learn fro it Self awareness and presentation, use of appropriate language Active listening to people affected by change Transparency of objectives Authentic dialogue Openness to challenge Consistency of behaviour
- 6. Prepare people for change Authenticity WIIFM (self-interest) Open and inclusive environment Listening Engagement Demonstrate how people will be heard Try to remove the fear of failure Change network – ambassadors Pilots and learning – sharing successes and benefits Involvement and contribution from the beginning Strong vision/purpose Recognising needs for support and training Relevance – tailored communication and engagement – Pitching to the audience Feedback (2-way) Visibility – top level living the change Clear roles and responsibilities Lifecycle change Allow and encourage innovation Empathy Myth busting
- 7. “This change destroys what we’re going to do” – Community – Refocus discussion New world paradigm – future stability and growth “I don’t want to be here” – Positive exit “People are disposable” – Genuine engagement “We can’t stop doing this” – Better ways “They don’t understand more cost saving” – Explain decision thinking – Bigger picture “Job loss” – Job opportunity “More work” – Gain more knowledge “I like what I do now” – Brave New World – Better decision (or at least ok) “Change weary” “My views are never listened to” – Involve others in design – Communal working on change “It’s a done deal”
- 8. Positive language Case studies of good examples Value-add , improve outcomes – Opportunity, safeguarding Inclusive engagement Safe environment for debate Leadership – Body language – Leading by example Driving right culture and behaviours – Aligning performance management framework (reward and recognition) Understanding change environment ie audience Clear, understood, shared vision Honest, credible leadership – Example and questions Change capability and capacity Understand wider stakeholders ie customers; suppliers Enabling innovation across the operational model ie system processes, organisation Effective planning
- 9. WHAT Take time to explain – as far as you can Recognise and acknowledge the influence/limits Change is normal/healthy part of life Encourage involvement in the change Paint the picture – inspiring Genuine/authentic – winners/losers Carefully crafted communication – Your role and how you can get involved WIFM – Management Make opportunities visible OK to be open in raising concerns/complaints HOW F2F where possible – put a face to the change
- 10. All ideas are heard and valued An inclusive culture Demonstrate understanding of positives and negatives of the idea Open and honest Regular communications Understanding of individual impact
- 11. Hope based communications – Why are we doing it Active sponsorship – Walk the walk and talk the talk (educate them) Recognise failure – its ok to fail but learn from it Encourage two way communication Demonstration learning . . . “we have learned from . . .” Involve/understand those affected and keep going – What’s in it from them – Timelines – Consistent Uncover ‘unease’ early Acknowledge negative/hesitant comments – Respond to Involve in ‘the how’ – Business advocates – Incorporate into culture – Put the right people on projects – Recognise and reward – Set objectives
- 12. Link to personal and group values Openness and transparency Safety and trust Responsiveness Co-ordination Role models Engagement and consistency
- 13. Leading by example Genuine enthusiasm Evidence WIIFM Enable co-ownership Embrace resistance Be open, listen, EI stuff Honesty – be fallible Be accessible – engaged/actively Be human – be present Use quick wins to show change is working – and can happen Inclusive language – jargon free Address fears - concerns
- 14. Objectivity ‘Taking ownership’ and self assurance eg of quality Tell the truth and explain Collaborating Sharing own points of view Being a ‘critical friend’ Be inclusive Listening – Cope with emotions Understand the impact – Show humility Talking about a clear/aligned vision and objectives – Let others define the way – See people taking different routes to same end goal – Variations of management styles/behaviour
- 15. Time helps and timing People awareness – Emotional responses – Their values Be passionate about change Demonstrate belief – Believe – honest/open – Active delivery – energy/body language – Smile to enforce positive Listen to what is being said Engage audience – judge impact of message Use comparisons, similes, stories, pictures Be real – acknowledge what is bad Celebrate passing of ‘old’ problems – history Be confident – have integrity Apply real context – their agenda/alignment Use their language - reflective
- 16. Leadership (build trust, remove fear) – Active communication of plan Open, authentic, consistency Clarity of vision – Active listening/observation – Change own behaviour Invest in the change capability – Time, money – Demonstration of engagement Be flexible/adaptable
- 17. Align change to incentives Bespoke messenging, tailored/facilitated 2 way communication – to help provide positives Awareness of cultural differences Timely – time and frequency – communications Use of change agents/champions Open and honest communications Acknowledge history – – what is done well and keePing – What is done badly, how going to do better
- 18. ‘Moving towards’ language Active listening – Understand their position Put yourself in someone else’s position Tone of voice – how will it be heard? – Condescending or calming? Be careful with words and language – now ‘hard sell’ Environment – flexible Ask people “what do you think?” Watch – how are people reacting? – Saying yes but face/eyes saying no What words resonate with people? – Respect Elaborate options and repeat