Managing Change Open Forum: Supporting your team
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This document summarizes a workshop on supporting teams through change. The workshop objectives are to consider effective ways to support colleagues before, during and after change implementation, practice applying change management theories and tools, and increase confidence in supporting colleagues through transitions. Activities include discussing a workplace change experience, learning about the change curve model of transitions, applying the Gleicher formula to evaluate readiness for change, brainstorming team member fears about changes, and visioning exercises to plan for changes. Key tips for leading teams through change are to communicate clearly, provide support and reassurance, seek input from team members, help normalize feelings, and take care of one's own well-being.
Managing Change Open Forum: Supporting your team
- 1. www.aua.ac.uk inspiring professional higher education Supporting your team through times of change Managing Change Open Forum London 4 July 2014Jan Shine Paullus Consultancy AUA CPD Consultant
- 2. www.aua.ac.uk inspiring professional higher education Objectives of the session Participants will have the opportunity to: • consider effective ways to support colleagues before, during and after the implementation of change • practise applying relevant theories and tools to your own situation • increase confidence in supporting colleagues through transitions
- 3. www.aua.ac.uk inspiring professional higher education Your experiences In pairs: Describe a workplace change you have experienced Some possible points to cover: was it a change you initiated? what was your initial response to the change? how did you feel about it later on?
- 4. www.aua.ac.uk inspiring professional higher education The change curve
- 5. Transitions Neutral zone: Movement Ending: Unfreeze Status quo Beginning: Re-freeze New order William Bridges, transition model •We acknowledge there are things we need to let go of •We recognise that we have lost something •The old way has finished but the new way isn’t here yet •Everything is in flux and feels like no one knows what they should be doing •Things are confusing and disorderly New way feels: •comfortable •right •the only way
- 6. www.aua.ac.uk inspiring professional higher education The Gleicher formula D x V x F > R D = the level of dissatisfaction with the present V = a shared vision of the desired situation F = the awareness of some actionable first steps R = resistance to change
- 7. www.aua.ac.uk inspiring professional higher education Face the fear Team activity in advance of change Agree the specific change to consider Everyone writes down their fears (anonymously) about that change The team leader reads them out one by one Team members discuss each contribution in turn, and pool ideas to assuage each fear
- 8. www.aua.ac.uk inspiring professional higher education Which are the three most important behaviours as a team leader during times of change? Discussion ……
- 9. Team activities during change What do we do well as a team? Which behaviours are most important for our work? Where are we now? What could we improve? Do our team strengths align with the institution’s mission? Where are the gaps? = development priorities
- 10. www.aua.ac.uk inspiring professional higher education Visioning the ‘best 6 months’ in the life of this team What behaviours are we displaying? What do our customers see? What does it feel like to us? What is our environment like?
- 11. Team activity post-implementation Angry Sad Glad How does this change make me feel? Team members write on post-its all the things about the change that make them: Group reviews all post-its and identifies/discusses themes Process repeated for things that make them: and then again for things that make them: Team members then compare the outputs to the change curve and consider where they are and review how they feel about the ‘angry’ and ‘sad’
- 12. Recognise that your job is harder during periods of change and that team members will be looking to you for information and reassurance Provide clarity about strategic direction and organisational expectations Seek active input from team members to define the team’s vision for the future Help people recognise that the feelings evoked during transitions are perfectly normal and that they are not alone Encourage team members to talk openly about their fears and concerns Don’t neglect your own needs and well-being Communicate, communicate and then communicate some more Top tips for leading a team at times of change
- 13. www.aua.ac.uk inspiring professional higher education Reflection and action planning Discuss in pairs: What has been the value of this workshop for you? What impact, if any, might it have on your professional practice as a team leader? ….. note key points
- 14. www.aua.ac.uk inspiring professional higher education Thank you for your contribution to this session www.paullusconsultancy.com