Change Misa 2014
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Change: How can we manage it effectively? Sue Leather, MISA Spring 2014
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A presentation for SCRD, British Columbia
Transcript of Change Misa 2014
Change: How can we manage it effectively?
Sue Leather, MISA Spring 2014
Outline
• What is change?
• How do people react to change?
• How can we manage change effectively?
Response to change
•Critic•Victim•Bystander•Navigator
Outline
• What is change?
• How do people react to change?
• How can we manage change effectively?
Very common‘Change is the only universal constant’
Heraclitusb. 535 BC
Inevitable‘All that is human must retrograde if it does not advance’
Edward Gibbon
The Decline and Fall of the Roman Empire
Dangerous‘There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the innovation of a new order of things.’
Nicolo Machiavelli (1469-1527)
Confusing‘We trained very hard, but it seemed that every time we were beginning to form into teams we would be re-organised. I was to learn later in life that we tend to meet any new situation by re-organising, and a wonderful method it can be for creating the illusion of progress, whilst producing confusion, inefficiency and demoralisation.’
Gaius Petronius AD 66
Key issue
Key Issue
•WIFM?
Activity 1• Think about yourself dealing with change at work.• Think about one change which was positive. What
were the factors that made it positive? • Think about one change that was negative. What
made it negative?
• Discuss in groups.• One member of group makes notes of positive
and negative factors on flip chart paper.
(20 minutes)
Activity 2• Look at John Fisher’s Personal Transition Curve on
Handout 1• Do you recognize any of the phases in your own
reactions to change? What about others’ reactions?
• Discuss with a colleague.
(10 minutes)
Time for a break ?
How can we manage change effectively?
How can we manage change effectively?
How can we manage change effectively?
‘Organizational change can only happen if employees shift their behaviour and mindset... So it is important to bring or attention to the level of the individual when attempting culture change.’
(Sabjanyi, 2006)
How can we manage change?
Experience
Reflect on experience
Evaluate, learn,
conclude
Integrate
Anticipate
Plan
ADKAR Change ModelA •Awareness of the need for change
D •Desire to support and participate in the change
K •Knowledge of how to change
A •Ability to implement the change
R •Reinforcement to sustain the change
Activity 3• Read the brief descriptions on Handout 2 of each
key factor in ADKAR
• Think about the change your team is working on currently .
• Write a number 1 – 5 next to each key factor. 1 is low, 5 is high.
• Discuss in your group.
• (20 minutes)
Managing people using ADKAR• Helps us to change perceptual positions
• Helps us to break change down into constituent parts
• Helps us to identify where the process is breaking down
Adap
ted
from
Pro
sci 2
008
ADKAR Gap ModelChange
Confusion
Resistance
Fear/Anxiety
Frustration
Backsliding
Activity 4• Read Handout 3 and use the ADKAR model to
analyse any potential gaps in your employee’s key factors for change.
• Share with a colleague.
• (20 minutes)
Developing corrective actions with ADKAR
Adap
ted
from
Pro
sci 2
008
If the gap is: Corrective actions:
Awareness
Desire
Developing corrective actions with ADKAR
Adap
ted
from
Pro
sci 2
008
If the gap is: Corrective actions:
Awareness Management communicates about the business reasons for change (why, risk of not changing, drivers of change); Face-to-face communications with immediate supervisors about how the change impacts you directly is what should occur
Desire Look for pockets of resistance and identify the root cause; discuss your desire for resisting the change
Developing corrective actions with ADKAR
Adap
ted
from
Pro
sci 2
008
If the gap is: Corrective actions:Knowledge
Ability
Reinforcement
Developing corrective actions with ADKAR
Adap
ted
from
Pro
sci 2
008
If the gap is: Corrective actions:Knowledge Training on how to change and the
skills needed after the change
Ability On-the-job training and job aides to support the new behaviors; Coaching by supervisors; Troubleshooting
Reinforcement Messages by senior leaders and supervisors that the change is here to stay; Individual coaching sessions to identity gaps
Applying ADKAR:Not everyone moves through change at the same pace
Adap
ted
from
Pro
sci 2
008
Change with one person…
Or five people… Or twenty people…
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Or 1000 people…
We talked about....
• What is change?
• How do people react to it?
• How can we manage change effectively?
What are you taking
away?
Jot down up to three learning points from the session
Thank you!
