Do people really resist change?
[email protected] @RodWillisGTC +44 (0)7788 457 202
#changedebate #projectclimateRTC
This session will cover
• Evidence based research into Resistance to Change, from a Leaders’ Perspective (2012 - highlights)
• Further practitioner research exploring The Implications for Leadership and Change Programmes
• Closing with What to do starting Monday morning
– Integrating these insights into the way you can Lead projects, programmes and the Organisation for greater performance.
Researching Resistance to Change?
• 70% of all change initiatives fail (HBR).http://hbr.org/product/hbr-s-10-must-reads-on-change-management-with-feat/an/12599-PBK-ENG
• Resistance to Change is often cited as the number one reason why a change programme has not delivered to the level that was anticipated.
• Organisations need to respond to turbulent market conditions. Needing to achieve more with fewer resources is a common theme we hear daily in the media, be this public, private or non-profit sectors.
The Prime Research context
• Sixteen change leaders (past and present) via semi-structured interviews created the prime data.
• Combined experiences spanning > 55 organisations.
• Operating within Oil and Gas, Professional and Financial Services, Public sector, including two District Councils and a Police Collaboration Programme.
Ensuring a safe environment to enable Learning and Change
2:Rela6onship Health or Culture
(RTC: 10, 11, 12, 15)
Leading and Managing Individual and Group Transi6on
6:Group Dynamics (RTC: 04, 07, 09, 18)
5:Personal Dynamics (RTC: 06, 08, 13, 14)
Leading and Managing Change
1: Purpose (RTC: 01)
3:Communica6on (RTC: 05)
4:Change Dynamics (RTC: 02, 16, 17)
RTC: Represents the “Resistance to Change” code
Research findings
18 Resistance to Change symptoms are occurring in
three main areas. Distilled from 518 separate statements.
Leadership
Motivation
© Assentire Ltd
PURPOSE
Culture
Model of the Organisation
Leadership
Motivation
© Assentire Ltd
PURPOSE
Culture
Lack of a clear Purpose
Fear of failure, Personal “ROI”, conflict with an individual’s
“System” and/or career objectives
Low awareness regarding Leadership of Transformation and Individual Transition.
Different Modes of Management perceived different realities
Staff involvement, Tipping Point, Assimilation capacity and Change-cycle (Transition Psychology)
Old habits die hard, perceived excessive work, present system is OK, outdated life-cycle view “Group-Think”
Appropriate Process and Content
Sins of the past, low trust in the leadership, limited “soft skills” awareness in the leadership, inadequate training or support provided
Self-Determination Theory (SDT)Purpose, Mastery, Autonomy
Past symptoms of RTC
HARDINGHAM, A. 2004. The Coach's Coach: Personal Development for Personal
Developers Chartered Institute of Personnel and Development
environment
behaviour
capability
beliefs
identity
beyond identity Increasing
psychological “depth”
Increasing Scope
‘flexibility’Where/When; someone is, literally; the places and
physical contexts in which he/she exists and operates
What; someone does
How; Skills; what someone is capable of
Why; Fundamental principles and perceptions which someone holds about life and how it should be lived
Who; someone believes him/herself to be, e.g." I'm a tough MD; I’m a caring father; I’m a loyal friend
Our connection with humankind generally and the rest of our world (and beyond!)
Logical Levels and ‘flexibility’ another way to slice the data
Ensuring a safe environment to enable Learning and Change
2:Rela6onship Health Or Culture
(RTC: 10, 11, 12, 15)
Leading and Managing Individual and Group Transi6on
6:Group Dynamics (RTC: 04, 07, 09, 18)
5:Personal Dynamics (RTC: 06, 08, 13, 14)
Leading and Managing Change
1: Purpose (RTC: 01)
3:Communica6on (RTC: 05)
4:Change Dynamics (RTC: 02*, 16, 17)
RTC: Represents the “Resistance to Change” code
environment
behaviour
capability
beliefs
iden6ty
beyond iden6ty
The majority of the Symptoms are occurring in a domain of knowledge (Psychological Levels) only a few ever encounter. This may be why 60 years on, we still only have achieved a 30% satisfaction rate for major change initiatives.
Change Programme Implications Is there a relationship between
Leaders and Managers ability to work at a deeper psychological
level (consciously or otherwise), and being able to bring about
successful change?
Leadership
Motivation
© Assentire Ltd
PURPOSE
Culture
Lack of a clear Purpose with alignment at ALL 4 levels
Fear of failure, Personal “ROI”, conflict with an individual’s
“System” and/or career objectives
Low awareness regarding Leadership of Transformation and Individual Transition.
Different Modes of Management perceived different realities
Old habits die hard, perceived excessive work, present system is OK, outdated life-cycle view “Group-Think”
Appropriate Process and Content
Sins of the past, low trust in the leadership, limited “soft skills” awareness in the leadership, inadequate training or support provided
Self-Determination Theory (SDT)Purpose, Mastery, Autonomy
We generally focus above the line!
Staff involvement, Tipping Point, Assimilation capacity and Change-cycle (Transition Psychology)
The Implications for Leadership and Change Programmes
• Human Mo6va6on • Modes of Management • Interpersonal Skills • Other key areas (see supplementary informa6on)
• Culture -‐ ’Climate’ & Life-‐cycle (In supplement) • Change requires Learning, • Personal and Group Dynamics
And how this ALL impacts the Organisa4on during Change
Human Motivation (DRIVE)
Drive
Purpose Mastery Autonomy
Our Business Operating System does not match the evidenced-based researchIntrinsic Motivators are often not integrated in how the Organisation sees work.
Extrinsic Motivation does have some value, it however is not enough!
Human Motivation (DRIVE)
hbps://www.ted.com/talks/dan_pink_on_mo6va6on 18 minute Video for later
Will only use max 120 seconds (Video edi6ng s6ll to be completed RW)
Modes of Management
Modes of Management
Contributor Achiever Integrator
Doing what's asked by the organisation
Doing more than what's asked by the
organisation
Going beyond the organisation while
integrating the other modes
Modes of Management
Performance Focus
Individual Team Organisation
Active Contributor
Doing what's asked by the organisation
Aligned Achiever
Doing more than what's asked by the organisation
Adaptable Integrator
Going beyond the organisation
while integrating the other modes
© Assentire Ltd
What ‘modes’ are dominant today?
Interpersonal Skills Needed
People
Compatible Teams
Managing Conflict
Managing Resistance
Greater Innovation, Resilience, Learning
and Performance
Greater constructive challenge, creating
new possibilities and more robust options
Greater readiness to embrace a changing
future. More comfortable dealing
with uncertainty
Jumping up a level
Modes of Management
Drive
People
UK productivity is 21% lower than the rest of the G71
Estimated £19bn wasted each year due to poor management practice2
Megatrends: are UK organisations getting better at managing their people3
1 Statistical Bulletin: International Comparisons of Productivity – Final Estimates, 2012, ONS, 20 February 20142 Leadership and management in the UK – The key to sustainable growth, Department for Business, Innovation & Skills, July 20123 Are UK organisations getting better at managing their people? CIPD, December 2014
Change Management
exists within a broader
National Context also!
Managing Change / Re-organisationOrganisations need to respond to turbulent market conditions. Needing to achieve more with fewer resources is a common theme we hear daily in the media, be this public, private or non-profit sectors.
“Managing resistance is difficult because it is centred on human factors, for which skills and experience in organisations are in limited supply. Most managers and business professionals are products of the prevailing management paradigm, one that has not significantly evolved since the beginning of the twentieth century. This mind-set emphasised the financial and structural aspects of organisations over the human aspects and it is therefore ill-equipped to deal with human resistance.”
(Jones and Recardo, 2013)
JONES, D. J. & RECARDO, R. J. 2013. Leading and Implementing Business Change Management:Making Change Stick in the Contemporary Organization: Taylor & Francis.
Are people resistant to change?Consider how our mind-sets influence us• is it a perspective we hold of others?• what might Emotional Intelligence (EI) have to offer here?• is it the ‘system’ that is resistant to change?
Why haven’t we improved our ability to change
in over 60 years?
I wonder, have we been pulling the wrong levers!
What to do starting Monday
Ensure your leadership (including yourself) is aware and has the skills and motivation to manage the following domains.
Motivation, Interpersonal and Modes of Management, all operating in an effective climate, that will enable what you need to be created and sustained.
Modes of Management
Contributor Achiever Integrator
People
Compatible Teams Managing Conflict Managing Resistance
Drive
Purpose Mastery Autonomy
Requires Integrative Leadership
Successful Organisational Change
Operating in different contexts. Take into account Individual, Group and Organisational Dynamics as a minimum to have some chance of success
A three axis metaphor Modes of Management
behaviours that help
Motivational understanding helps
Interpersonal skills help
Modes of Managementbehaviours that hinder
Limited Motivationalunderstanding hinders Limited Interpersonal
skills hinder
Bring your Rubik Cube into Work
The Journey and Dance of Change
Play Video hbp://goo.gl/IJ5ivv
To close UK Prac66oner Research Project Less than 15 minutes of your 6me for 30 ques6ons
[email protected] @RodWillisGTC +44 (0)7788 457 202
#changedebate
A free report for all apm delegates today Be able to know how your Project Climate compares to a representa6ve ‘norm’ group
hbp://dopeoplereallyresistchange.info hbp://goo.gl/Y3Zojc
#projectclimateRTC
Supplementary Informa6on
[email protected] @RodWillisGTC +44 (0)7788 457 202
Life-cycle different contexts
Different times require different thinking and action to remain effective.
EVERY change programme operates within this reality of dynamic and multilevel contexts.
Ignoring this FACT will induce what may be experienced as RTC
!
Misses the point
Identifies, can follow simple
procedures
Combines, describes, lists,
can perform serial skills
Analyses, contrasts and
compares, explains causes,
relates and applies
Creates, formulates, theorises,
generalises, hypothesises and reflects
Pre-structural Uni-structural Multi-structural Relational Extended abstract
Quantitative phase
Qualitative phase
Stru
ctu
re o
f Ob
serv
ed L
earn
ing
Ou
tco
mes
Bas
ed u
pon
Jo
hn
Big
gs S
OLO
Tax
on
om
y
Not competent One relevant aspect
Several relevant independent aspects
Integrated into a structure
Generalised to a new domain
Different stages of understanding
We do not learn and understand new
information, in the same way, or at the same pace!
Ignoring this FACT will induce what may be experienced as RTC
This has direct implications for the Change plan.
Is my Ecosystem
OK?
Is my investment
worthwhile?Does it
support my sense of
Self?
Positives attributes of
today maintained?
Is there time to achieve the
Outcome?
What is my situation?
Is it sustainable?
Can I See, Hear, & Feel
it?
My Outcome
Individuals and Groups process
change, using one or more of the elements
in the image, and often not even aware they
are doing so.
Ignoring this FACT will induce what may be experienced as RTC
Personal & Group Dynamic
Resistant to Change or lack of understanding?
Our work is informed by the System of Profound Knowledge (SoPK). This is the culmination of Dr. W. Edwards Deming’s lifelong work. It is an effective theory of management that provides a framework of thought and action for any leader wishing to transform and create a thriving organization, with the aim for everybody to win.
By management appropriately applying the principles and practices of SoPK, a business can simultaneously reduce costs through reducing waste, rework, staff attrition and litigation, while increasing quality, customer loyalty, worker satisfaction and, ultimately, profitability.
SoPK ties together Dr. Deming’s seminal theories and teachings on quality, management and leadership into four interrelated areas: appreciation of;
a system, knowledge of variation, theory of knowledge and psychology.
By using SoPK as a foundation philosophy, you will start to see an organisation and change management through new eyes.
Source: https://deming.org/theman/theories/profoundknowledge
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