Nhmgma change workshop
Download as PPTX, PDF0 likes149 views
The document outlines a structured approach to managing change within organizations, highlighting the importance of a six-stage process that includes making a case for change, enlisting stakeholders, and reinforcing the change. It differentiates between change and transition, emphasizing that people often resist transition due to personal connections to their work. Effective communication during transitions is crucial, requiring repetition of messages, varying media, and fostering two-way dialogues to ensure understanding and alignment.
Nhmgma change workshop
- 1. Managing Both Sides of Change Kris Mailepors Bushido Leadership, LLC @bushidoleader Kris@bushidoleadership.com
- 2. What to expect from our time Change: • How to start it • What to do with it
- 3. CHANGE Change has two sides: 1. A new Initiative 2. Handling a new event, policy or new way of doing things
- 5. SIX STAGES FOR SUCCESSFUL CHANGE Make the case for Change Enlist Stakeholders to develop a strategy Begin to Communicate Strategy Remove Barriers Set Milestones and ackn. progress Reinforce the change
- 6. 1. Make the case for change • Done beneath the radar; these are all the reasons for you to take on this idea/plan/project • Include an “if we don’t…then” statement to firm up the positive reasons for the change You make this case to yourself only!
- 7. 2. Enlist stakeholders to develop strategy • These are people whose support can help drive the change managers ~ team leaders ~ your supervisor ~ your VP • These people can lend new perspective to improve the initiative • Some will give you valuable skepticism so you can firm up your case
- 8. 3. Communicate Vision and Strategy • Most change fails because people active in the initiative don’t see the need for it • Consistent reminders of both the vision (future) and the rationale • Clearly define the basic actions of everyone involved to facilitate the change • Leaders (& stakeholders*) must be the strongest proponents of the change
- 9. 4. Remove Barriers • If they exist, they can be anything that prevents people from performing the actions already established • (this is where collecting/enlisting stakeholders is key) recognize
- 10. 5. Set Milestones and acknowledge progress • Most change only happens over an extended period of time • If possible, divide the whole change process into a series of phases *(like this!) • The change can be communicated as a series of actions
- 11. 6. Reinforce the change • Encouragement and maintained urgency • When the change is complete, be sure to continue to measure progress more than once • Reassess the transformation at any point to make adjustments to the overall initiative
- 12. What’s a missing piece? --2-3-4-5-6 = complacency 1---3-4-5-6 = false starts, confusion, misalignment 1-2---4-5-6 = inaction, confusion, resistance 1-2-3---5-6 = frustration, giving up, resistance 1-2-3-4---6 = loss of momentum, reversion 1-2-3-4-5-- = wasted effort 1-2-3-4-5-6 = change implemented
- 14. MANAGING CHANGE What’s on the other side of the CHANGE initiative?
- 16. Things to Consider 1. What makes handling change so challenging? 2. What does this quote mean to you: “I’ve been in this business 36 years, I’ve learned a lot—most of it doesn’t apply anymore”
- 17. Changes just keep coming!!! From outside… • Market conditions • New technologies • New software • New regulations From inside… • New Managers • New team structures • New policies • Reduced budgets • New or unclear expectations
- 18. Change is good…is it? …Change usually benefits the organization by solving a problem or creating greater efficiency however… …It pays much more attention to the finances, strategy, and technology than to the people who have to make it work THERE IS THE ISSUE
- 19. Change vs. Transition Change is … • Situational; something starts or stops. Transition is … • The gradual process of psychological adjustment that happens inside us as we adapt… It is the TRANSITION, not the change, that people resist
- 20. Why is transition resisted? People have a personal connection to how they work; people are giving up a part of their personality
- 21. The Three Phases of Transition
- 22. What has ended…what is lost? • Turf • Status • Power/influence • Relationships • Memberships • Routine/structure • Meaningful work • Control of work • Personal Identity • Competence • Personal Future • Autonomy
- 23. Doing a Loss Analysis Note on the grid who is losing what
- 24. WHAT WHO You Individual Groups Outsiders? Turf Status Power/ influence Relationships Memberships Routines/ Structures Personal Future Meaningful Work Control of work Personal Identity Competence Others?
- 25. Dealing with an ending? Denial Anxiety AngerBargaining Sadness/ Depression
- 26. Handling those dealing with endings and loses Behaviors: Flip attitude, evasion, skepticism, refusal to accept the reality of the situation Actions: • explain the change and the reasons • Give examples of peers who are changing or learning
- 27. Handling those dealing with endings and loses Behaviors: Resentment, rumor mongering, nervousness or stress, decreased productivity and effectiveness Actions: • Encourage talking and listen carefully • Don’t talk them out of feelings; offer a different point of view if you have one • Offer accurate information to dispel rumors
- 28. Handling those dealing with endings and loses Behaviors: Grumbling, irritation, rage, mistakes, aggressiveness, foot dragging, vandalism, indignation Actions: • Listen and acknowledge anger; Don’t talk them out of it • Don’t assume blame or collude • Recommend involving HR if extreme
- 29. Handling those dealing with endings and loses Behaviors: Attempts to get out of the situation, attempts to make deals or promises relating to the old way, negotiation Actions: • Keep realistic plan in sight; Don’t be swayed by promises or negotiations • Reinforce situation as it is • Don’t get into problem solving or bargaining with them
- 30. Handling those dealing with endings and loses Behaviors: Silence, “down,” or disheartened, tearfulness Actions: • Acknowledge, sympathize and reach out. • Initiate conversation and ask questions to draw them out • Encourage talking and sharing feelings either one-on- one or in small supportive groups • Promote supportive group events, interaction, or impromptu fun • Recommend to HR if appropriate
- 31. Dealing with an ending? Denial Anxiety AngerBargaining Sadness/ Depression
- 32. The Three Phases of Transition
- 33. Critical part: THE NEUTRAL ZONE Emotions of the Neutral Zone: • Confusion • Apprehension • Detachment • Interest/Eagerness
- 34. Communication during transition feels risky… There cannot be too much communication during the Neutral Zone. It is the difference between a bearable situation and a disaster. Two main kinds of communication in this zone:
- 35. 1. Communication designed to show CONNECTION and CONCERN. 2. Communication that clarifies the PURPOSE, the PICTURE, the PLAN, and the PART.
- 36. 1. Communication designed to show CONNECTION and CONCERN MANAGERS: more information & show that they care. Isolation can be easily amplified during a time of transition.
- 37. 2. Communication that clarifies the PURPOSE, the PICTURE, the PLAN, and the PART. Purpose The “why’s” of the change. Purpose can serve to clear up confusion. Picture Vision of the outcome; the light at the end of the tunnel, a destination. (use an analogy—1st day)
- 38. 2. Communication that clarifies the PURPOSE, the PICTURE, the PLAN, and the PART. Plan beyond just the destination, this is the roadmap that leads there. These are step-by-step actions to get through the Neutral Zone. Part Successful transition depends on the people involved. They all play a part. Know yours, know theirs, make sure they know theirs.
- 39. What are the basics of communication during a transition? 1. Repeat the message 6 times (really?) 2. Vary the medium 3. Ensure 2-way communication
- 40. What are the basics of communication during a transition? 4. Consider timing 5. Ensure consistency 6. People trust behavior over words 7. Understanding is more important than agreement
- 41. What are the basics of communication during a transition? 8. Listening is twice as important as talking 9. Tell the truth, the good news and the bad 10. People usually complain before they create
- 42. The Three Phases of Transition
- 43. Getting to the … 1. Translate the changes into activity that has real meaning to the people doing it 2. Provide people with the opportunity to practice or gain familiarity 3. Work collaboratively 4. Focus on efforts and achieve a few “quick successes” 5. Build RESPONSIVENESS and FLEXIBILITY into your routine
- 44. 5 things to remember! 1. You have to end before you begin 2. Between the end and the new beginning, there is a hiatust; that hiatus can be creative 3. Transition is developmental and is the source of renewal 4. People go through transition at different speeds 5. Most organizations are running a deficit in transition management
- 45. People Hate Change… …But they love Progress