LEADING In CHANGE

Challenges in implementing change.

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Purposes : How do I get constructive instead of

passive or destructive in change? How do I take responsibility for the new

position I suddenly am in when change happens?

To understand the challenges in implementing change, and the way I, and other people around me, react to change.

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1. We feel anxious and become self-focused.

2. We focus on what we have to give up and what we will loose.

3. There are limits to how much change we as individuals can handle.

4. We need to see the vision.

5. We tend to fall back into our old habits, the way we used to behave.

6. We feel lonely even though others are going through the same process.

7. We all react differently to change depending on our personality, experience etc.

8. We must be allowed to grieve.

Common reactions to change:

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What is the difference between

CHANGEand

CHANGE MANAGEMENT?

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Organizational change includes new structures, new team members, different roles, re-location, a new boss etc.

Personal transformationis about the inner psychological and emotional process we experience during change

Change vs Transformation

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Change Management.

Set Goals

Time Plan

Budget

A business driver to deliver, with highest possible speed from decision to implementation, results according to:

By investing in the human side of change!KCYong

NO COMMITMENT COMMITMENT

The Four Step Model of Change.

ADOPTION

TRIAL

INTEREST

AWARENESS

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One definition of Change Management:

Creating a structured and planned process that engages people in finding ways to be able to:

Leave ”the old”andembrace ”the new”

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• 50–75% of all CHANGE efforts fail• Failure rates are higher when IT is involved

Statistics in Implementing …

Organisational Resistance 82%Insufficient Management Support 72%Unrealistic Expectations 65%Inadequate Programme Mgmt. 54%

KeyFactors:

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Resistance is energy!

It represents passion-what people care about.

Managed unskillfully (or not at all) it will be an obstacle to change.

But by managing it well, leaders can tap it’s energy and use it to fuel significant and beneficial change.

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Levels of resistance:

• I don’t get it• I don’t like it• I don’t like you

Resistance

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Resistance – how does it show?

Confusion: So… (again) why are we doing this?

Immediate criticism: Open resistance

Denial : What change?

Malicious Compliance: Agreement with the intention to actively work against the change. Sabotage:

Easy agreement: Lack of commitment

Deflection: Important subject! But let us focus on something else!

Silence: …

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Avoiding it Minimising it Breaking it down Appealing to common sense Appealing to higher values

Re-inforcing resistance:

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Dealing with resistance Create a sense of urgency! Create “what to leave” and “what to get” pictures. Invite the individual to understand WHAT and WHY Allow grief Talk about it, share inspiration and fear, coach. Not “them and us” Be honest and transparent Create a sense of trust (sponsors and preferred senders) Don’t take away the pride What do I need to do instead? Be “in the eyes of the beholder” Engage

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The “Bell Curve”

10%

20%

30%

Innovators Early Adopters Early

MajorityLate

MajorityResisters

Early Adopters will affect Early Majority

Resisters will affect Late Majority

IMPORTANTStart by working with Early Adopters & Resisters

”Diffusion of Innovations, Everett Rogers”

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Roles in Change

Dir.Mgr.

Local Sponsor

PrimarySponsor

WHY!WHAT!

WHY!WHAT!

HOW!

ProjectMgr

C.M.

ProjectTeam

”HeadOffice”

Local projmgr

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time

Performance measure

result

= linear expectation

Expectations in a change process...what we aim at…

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Performance measure

Performance measure

Performance measure

time

time

time

…The reality! What we typically get…

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The tipping point!

time

Performance measure

13

4

Tipping point

Awareness Interest Trial Adoption

2

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Adequate programme management.

Act on decisions from committed decision makers. Be given and take the right role. Be given and ask for the right support. Have the compentence needed. Have the resources needed. Be given and ask for the right expectations. Be given and secure to understand the task. Have the support from a committed steering

group. Etceteras

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Levels of change.

Organizational

Group

Individual

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AnxietyFear

Hostility

Moving Forward

Disillusionment

Depression

Happiness

Acceptance

Guilt

Threat

Denial

The Process of Transition

Oh No! something

new is about to happen

but I cannot see what!

Yes, at last something is happening!

Now what’s going to happen?

What if mr x gets my job, Do. I have

the skills for this..

I can’t handle

what’s going to happen.

Nothing is really going to change

I should have seen it

coming! Why didn’t I

…?

I’ll prove that the old ways were better at any cost!

We’re going to be all

right

Change? Well it doesn’t

concern me.

”John Fischer”

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Case study

SENDER RECEIVERCOMMUNICATION

• Experience• Inner motivation• Competing

commitments• Old=not sender’s old• New=not senders new

• Send according to receveir’s needs.

• LISTEN to the receiver.• Understand inner noise• Domino effects

BE AWARE!NORMALLY WE’RE TOO FOCUSED ON SENDING OUR STORY!

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Also pay attention to:• Triggers.

• Resistance.

• Taking personal responsibility for the new position.

• Domino effects.

• Reasons for joining/not joining (inner motivation).

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http://www.youtube.com/watch?v=nGyutkBvN2s

What are the levers of change in this clip?

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“You must be the change you wish to see in the world” Mahatma Ghandi

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http://www.youtube.com/watch?v=fW8amMCVAJQ

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“You must be the change you wish to see in the world” Mahatma Ghandi

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Some general statements: 25% of all managers dance. 75% of all managers only ask their coworkers

to dance. To ask once is normally enough. 75% of the 75% never really understand the

dance, but still ask their co-workers to dance anyway, delegating what to dance to the co-worker.

20%of the co-workers start dancing the new dance, but since 80% keep to the old, and their manager do not dance, soon all co-workers dance the old dance to the new music.

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Thought Walk. 2x20 min

20 min coffee with individual reflection:”What will I have to stop doing, continue doing and start doing to make these building blocks work?”

Thought walk 2x20 min in pairs, sharing the above and where on the transition curve I am when thinking about “leaving the old” and “embracing the new”.

Be prepared to share where on the Transition curve you are, why you believe you are there, what you need to move on in the curve and how you are going to secure that your need is fulfilled..

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Why we need to reach Adoption.

ADOPTION

TRIAL

INTEREST

AWARENESS

R.O.I.COST FOR

SUB-OPTIMIZATION

• Speed of Adoption.• Ultimate utilization.• Proficiency

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It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.

Charles Darwin

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