Skills building training day 2 habits resistance and influencing for change

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IMPROVED STRATEGIC MANAGEMENT

CAPACITY PROJECT

October 2013

Change Management – Session 2

Jocelyne Rasé


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Day Two

The normal process of change

• Examine your won predictable reaction to change

• Challenge your own distorted thinking in the face of change

• Break old habits

Influencing without authority at each stage of the change curve

• Work together across the boundaries of organisations as SMD Facilitators

• The STEP Model + Leadership Capability & Potential Model

• The Values you stand for

Influencing tips

• Tools and techniques for selling ideas: the elevator pitch

• The rule of 3



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Organisational Change



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Skill - Will

Grumpy

ExpertSM Facilitator

OK if I do

OK if I don’t

Can’t Do

Won’t DoEager Novice

Will

Skill



edilmektedir When trying to drive change, ask yourself…

5

Awareness Do they know that they need to change?

Desire Do they want to change? What is in it for them?

What are the consequences for them of not changing?

Knowledge Do they have the required knowledge? How can they acquire tit?

Ability Are they able to apply skills and knowledge? Is coaching/support

required?

Reinforcement What happens when they do (or do not) display required

behaviour/way of working?

Is there positive reinforcement when they do?

Are there negative consequences when they do not?



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David Ulrich Model for Accelerating Change

Leading

Change

Shared

Need

Shaping

Vision

Mobilizing

Commitment

Making It

LastMonitoring

Progress

Levers For

Change

Preparing

Executing

David Ulrich /via/ Kay Kendall - Baldrige-Coach.com



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Accelerating Change1. Leading Change (WHO)

– Having a champion who personally sponsors the change, who stands for the change, who makes the change part

of his/her leadership agenda, and dedicates time to the change.

2. Creating a Shared Need (WHY)

– Making sure that there is a reason to change (either danger or opportunity in the short or long term), making sure

that this is widely shared (through data, demonstration, or demand), and making sure the need for change exceeds

the resistance to change.

3. Shaping a Vision (WHAT)

– Making sure that the desired outcome of change is clear, legitimate, and widely understood and shared.

4. Mobilizing Commitment (WHO ELSE)

– Making sure that there is a commitment from a strong network to make the change work, that the right people are

willing to invest in the change, that organizational “influencers” are involved, and that it gets management attention.

5. Using Levers for Change (HOW)

– Making sure that the management practices are used to complement and reinforce change, that the “systems” in

the organization are congruent with the change.

6. Monitoring Progress (HOW)

– Making sure that progress is real, that benchmarks are set and realized, and that indicators are established to

ensure progress.

7. Making It Last (HOW)

– Making sure that once change is started, it endures; that appropriate plans are made and followed, and that

learning in one part of the organization is shared throughout the organization.



edilmektedir Organisational Change

Leading Change (WHO)

• Having a champion who personally sponsors the change, who stands for the

change, who makes the change part of his/her leadership agenda, and

dedicates time to the change.

• SM Facilitators need manage up – find a sponsor with high level of

authority and influence

Creating a Shared Need (WHY)

• Making sure that there is a reason to change (either danger or opportunity in the short or long

term),

• Making sure that this is widely shared (through data, demonstration, or demand)

• Making sure the need for change exceeds the resistance to change.

• SM Facilitators promote the opportunity to seize in the change

• Anticipate resistance




Shaping a Vision (What is expected)

• Making sure that the desired outcome of change is clear, legitimate, and

widely understood and shared

• SM Facilitators need to tell what change looks like

• Communicate the change of mindset necessary – to train people, run

workshops, discussion groups, formally & informally with key

stakeholders to make the vision alive and cascade it down

Mobilizing Commitment (Who else could be involved)

• Making sure that there is a commitment from a strong network to make the

change work

• SM Facilitators need to influence and find allies

• Get management’s attention in each ministry – who else an you involve

in the process?



edilmektedir Organisational ChangeUsing Levers for Change (HOW)

• Making sure that the management practices are used to complement and

reinforce change, that the “systems” in the organization are congruent with the

change.

• SM Facilitators need to look at systems

• Promote best practices

Monitoring Progress (How we are measuring getting better)

• Making sure that progress is real, that benchmarks are set and realized

• Making sure that KPI are established to ensure progress

• SM Facilitators need to keep a record ongoing improvement,

• Report progress to SMC project staff and MoD,

• Meet with each other to benefit from their experience




Making It Last (How we are going to keep the momentum)

• Making sure that appropriate plans are made and followed

• SM Facilitators need to make sure that that learning in one part of the

institution is shared throughout the whole organisation



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How can you fail as a SM Facilitator?

• Allowing too much complacency – Leading Change

• Failing to create a sufficiently powerful guiding coalition -Mobilising Commitment

• Underestimating the power of vision- Shaping a Vision

• Under- communicating the vision – Creating a Shared Need

• Permitting obstacles to block the new vision - Using Levers for Change

• Failing to create short-term wins – Using Levers for Change

• Declaring victory too soon – Monitoring Progress

• Neglecting to anchor changes firmly in the organisationculture - Making it Last



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You are NOT alone!!!!!

We want people who …

• Have the right mindset – Continuous Improvement

• Understand the normal process of change

• Understand human psychology when it comes to change

• Can anticipate resistance and cope with it

• Are clear about their own sense of purpose – what they stand for

• Who can communicate briefly and concisely to all levels in the

institution the importance of Strategic Management

• Can explain clearly what SM is about

• Can make full use of the resources available to them



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The importance of being aligned



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Leadership Capability & Potential

Impact

REPUTATION

CAPABILITYMOTIVATION

Are you seen as someone who can do it?Behaviours:

• Role modelling your values

• Being aware of your reputation

• Effective stakeholder management

Do you want to do it?Can you do it?

Tasks:

• Technical Mastery

• Results Orientation

• Adaptability

• Strategic Judgment

Personal Capabilities:

• Self awareness

• Assertiveness

• Team Orientation

• Coaching others

To be a SM Facilitator



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Importance of Reputation

http://www.google.be/url?sa=i&source=images&cd=&cad=rja&docid=DwnbBv-2JMUOfM&tbnid=hgs3l0A9zwA_oM:&ved=0CAgQjRwwAA&url=http://fr.wikipedia.org/wiki/Dominique_Strauss-Kahn&ei=xTErUc2cAsPN0QWQioDICg&psig=AFQjCNHJWBYpndZhIQP70oyLqRIyZ-lIPA&ust=1361871685194984

http://www.google.be/url?sa=i&source=images&cd=&cad=rja&docid=DwnbBv-2JMUOfM&tbnid=hgs3l0A9zwA_oM:&ved=0CAgQjRwwAA&url=http://fr.wikipedia.org/wiki/Dominique_Strauss-Kahn&ei=xTErUc2cAsPN0QWQioDICg&psig=AFQjCNHJWBYpndZhIQP70oyLqRIyZ-lIPA&ust=1361871685194984



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Pick 4 words you want to be known for

Dynamic?

Reliable?

?

Organised?



edilmektedir How many times do I have to….?

Efforts Results

80/20

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edilmektedir The S.T.E.P. model

Efforts ResultsS.T.E.P.

STOP EVALUATETHINKPROCEED

DIFFERENTLY

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edilmektedir Keeping a Journal Journaling is an exercise of affirmation of your strengths: learn to articulate and

document your accomplishments on a regular weekly basis; especially proactive activities

which tend to be less visible than reactive ones. What did you do right?

SELF AFFIRMATION

Record 5 good things you accomplished this week when you had real impact – not what you did but HOW you did it.

On the other hand, journaling is also an exercise of humility, paying attention to what can be done better, in a smarter way, which lessons can be learned for ongoing improvement of your performance.

HUMILITY

Record 5 points that need improvement - 5 lessons learned

How would you handle a similar situation in the future… What would you do differently?

15/11/2013 20



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• Those who say: «What happened?» - Focused on stepping OUT• They are caught off guard – holidng on to the good old days – nostalgia

• Those who wait for things to happen to them - to be pushed• Someone will solve my problem – passive agrressive

• Those who make things happen – Focused on stepping IN• Taking matters into their own hands, NOW

• Those who are excited

• Those who might be afraid but still do it

There are 3 types people going through the door



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Who

moved

MY

cheese

????????

http://i23.photobucket.com/albums/b370/terranne_13/cheese2.jpg

http://i23.photobucket.com/albums/b370/terranne_13/cheese2.jpg



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There are 4 types of reaction to change

• Those who anticipate change BEFORE they have to

• Those who deny change, get angry when it happens;

and think that it will invariably lead to something worse

• Those who adapt step-by-step and discover that change

can lead to better things

• Those who jump at the

opportunity and run

?

!!?!!£?$44xx!$X

$xx£!!xf€!!!!

Go!

http://www.chicagonow.com/lists-that-actually-matter/files/2011/06/cartoon-cheese3.gif

http://www.chicagonow.com/lists-that-actually-matter/files/2011/06/cartoon-cheese3.gif



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Who moved my cheese?BEFOREUnderstand that change happens

Anticipate change

Monitor change(s)

DURINGStop fighting change

Adapt to change quickly – don’t procrastinate

Change - Just do it!

Enjoy change, it might actually be good!

AFTERMaintain momentum

Monitor progress

Be ready to quickly change again and again



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Food for thought… EVALUATE THE SITUATION

• Smell the cheese often so you know when it is getting old

• Noticing small changes early helps you adapt to bigger changes that are to come

• Old beliefs do not lead you to new cheese

• The quicker you let go of old cheese, the sooner you find new cheese



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Food for thought… ENVISION THE FUTURE

• There is always new cheese out there, whether you recognise it or not

• Imagine yourself enjoying new cheese

• Movement in a new direction helps you find new cheese

• When you move beyond your fears, you feel free:

What would you do if you were not afraid?

• When you move beyond your pre-conceived ideas, you feel free:

What would you do if you changed your mindset?



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Learned Helplessness



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What is a Habit?



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Just because you have always done it this way

does not mean that it is not incredibly stupid !



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Breaking Old Habits



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The Fallacy of Status Quo

It’s not that bad…



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The Old TapesSelf defeating messages

• What’s the point?

• That’s the way it is!

• We have always done it this way

• If it’s not broken, don’t fix it….

• It wont make any difference if I say anything…

• If nobody can fix it, why should I bother?

• I am too old for this, I don’t have the energy

• I don’t want to create more tension than there already is – Be nice

• Don’t make a mountain out of a mole hill!

• Don’t rock the boat!

• What’s the big deal? It’s not so bad!

• I’ll do it tomorrow - What’s the rush?

• You have to know your place



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The Old TapesFeel good messages

• Don’t worry, be happy! (USA) - Take it easy!

• Chill & relax…. Chillax (India)

• C’est la vie! (France)

• Mañana (Spain) - Mañana será otro día

• Domani e un altro giorno! (Italy)

• Jak Bóg da! (Poland)

• If it does not kill you, it will make you stronger

• Go with the flow (Belgium)

• Det går nok (Denmark)

• Ná bac (Ireland)

• Sin é an sceál (Ireland)

• Was dich nicht umbringt, macht dich stärker! (Germany)

• To se správí(Czech Republic)

Endiselenmeyin!

Rahatlayin! (Turkey)



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The Pygmalion effect

• Children in school labeled as very intelligent will

perform better than children labeled less so, even if

the assignment to a group is purely arbitrary.

• Same thing for mice



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• Magical thinking,

• Mind reading

• Comparing

• “Catastrophising”

• Predicting

• Self-fulfilling prophecy

• Assuming

• False belief

• Personalizing

• Magnifying

• Minimizing

• Either/Or thinking

• Taking events out of context

• Jumping to conclusions

• Over-generalizing

• Self blame

The Power of Distorted Thinking



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Negative Thinking

FACT My husband is late and he did not call me

ASSUMPTION He forgot about me

BELIEF He does not care about me anymore

EMOTION I am upset. I feel neglected

REACTION I become depressed. I stay in bed



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Negative Thinkingjumping to conclusions – going from A to Z without any distance

FACT My boss went to the meeting without me

ASSUMPTION He does not trust me anymore

BELIEF He thinks I am incompetent

EMOTION I am anxious

REACTION I worry. I avoid him. I start looking for

another jobWe can stop at each step, try to find another explanation and decide how to proceed…

You are in the driver’s seat!!!!



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Negative Thinkingjumping to conclusions – going from A to Z without any distance

FACT My manager did not respond to my

invitation to discuss SM

ASSUMPTION He does not care

BELIEF He thinks SM is unnecessary

EMOTION I am angry, resentful.

REACTION I am demotivated. I avoid him. I don’t

care anymore We can stop at each step, try to find another explanation and decide how to proceed…



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Daniel Kahneman – “Thinking Fast & Slow”

“Here is a leader of a nation

and he is intelligent and strong”

Is he's a good leader?



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Daniel Kahneman – Thinking Fast & Slow

• Intelligent

• Strong

• Corrupt?

I haven't told you anything about character.

You were not waiting.

You took the information that you had and made the best

story possible out of it. That's the way a mind works.

We take the easy way & get the wrong answer



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Quick Ways To Beat Our BiasesTrack our decisions

• Keep a decision-making notebook--if every time that you come to an important decision

you map out the inputs, you'll better see the incompleteness of the story that you're

telling yourself.

Reframe your questions

• Instead of describing a product as 20% fat , wouldn’t it be more attractive if I described a

product as 80% fat free?

• Instead of 40% of people are against this policy, talk about 60% are in favour of it

Examine your assumptions

Apply an open, innovative mind in examining our blind spots

• We believe bad news more than good news

• If a customer has a bad experience, he/she talks about it in average to 20 people

• If a customer has a good experience, he/she reports to 1-3 people



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With your peer

• What is your preferred tendency when you are

under pressure?

• What is your favorite “old tape” ?

Where does it come from?

• How do you cope?

• Who or what can help you “think straight” again?



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The Giraffe and the Refrigerator…

Capitalise

on

what

you

already

know

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edilmektedir Getting a YES

Principles & values Ex: ‘Fairness is more important than success'

‘I think that older people deserve consideration. – experience is the key to success’

It would be unproductive to spend time attempting to dislodge these deep-seated

principles. Instead, harness them to add leverage to your suggestions.

Beliefs & opinions Sometimes you have to change lingering beliefs or convictions before you can

proceed further. Ex: “People only care about themselves – they are selfish”

Ex: “People who work in public administrations are more rigid than people in private organisations”

Needs & wants

How will your suggestions benefit the other person?

Do you know what they want?



edilmektedir Getting a YESPrinciples & values

• ‘Respect for tradition is more important than success’

• ‘Fairness is more important than results”

• “Being appreciated is more important than being right’

How can we appeal to respect for tradition, fairness, and popularity and still

implement the reform?

Beliefs & opinions

• As a result of the implementation of the reform, people will lose their jobs

• “Reforms never last… you just have to wait and see…”

• “People who work in public administrations are more rigid than people in private

organisations”

How can we challenge their thinking? – by coaching (Day 4)

Needs & wants

Ask people what they need or want to support the reform?



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Influencing Tips

• Talk less, listen more

People are less likely to resist when you show them that you understand their concerns.

Listen to their feelings, worries and make sure your solutions include them

• Make them like you – Be charming

It is hard to say NO to someone you like. We tend to like people who share our

background and interests, so play up similarities. Flattery works – be sincere.

• Do a favour

Doing something for someone gives you influence.

Everyone understands the need to repay later what another person has given them. (ex: win-win – giving free candies with the bill in restaurants)



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Tips

• Adjust your heart beat to theirs

To be influential with someone, you need to be on the same wavelength, in sync,

aligned, connected.. Mimicking & mirroring are important techniques of engagement.

Only when your hearts beat as one, can you truly negotiate a win-win solution.

• Promise satisfaction

No matter how tense the conversation, promise that something good will come

out of it for all involved.

• Be clear of what you want – ask for it

Many people are willing to comply but they don’t know exactly what they should do…

Tell them. Making comments, giving hints or hoping that people will read between the

lines is ineffective and counter productive.



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Tips

• Always give the person a choice

People are more likely to agree with you when they have the option of saying NO.

The more freedom you give people after you explained what you expect of them,

the more they will submit to your will. Resistance often comes from the lack of choice.

• Call for action

Plan for the next step.

• Always thank the person for their cooperation, time, attention, etc

Make the person feel good about themselves.

They might not remember what you said but they will remember how they felt.



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Use winning – compelling – potent words… • Best

• Different

• Unique

• Innovative

• Club

IPhone

• Coupon

• Inexpensive

• Best deal

• Free

• Popular

JC Penneys

• Proven

• Researched

• Tested

• Evidence

Pharmaceuticals

• Convenient

• Easy

• Simple

• Practical

e-commerce

• Enjoy

• Fun

• Trouble free

• User friendly

Apple

• Security

• Safety

• Guaranteed

• Reliable

Volvo

• Logical

• Makes sense

• Strategic

• ROI

IBM

• Personal touch

• Connected

• Customised

• Customer focused

IT



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• How would you introduce yourself and explain your role as SM Facilitator?

• What do you say to catch attention, grow interest and have influence?

• What do you want him/her to remember?



edilmektedir Introducing yourself

About YOU

I am…

I am responsible for… I report to…

I stand for … (working together – being aligned)

About WHAT YOU WANT THE PERSON TO REMEMBER

My mission is…

This is how I do it…

The result will be…



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Assignment

• The Thomas Killman Questionnaire

• Read the handout on Influencing skills



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See you tomorrow…

Skills building training day 2 habits resistance and influencing for change

Education

Transcript of Skills building training day 2 habits resistance and influencing for change