Today’s Agenda . . . Morning

Perceptions of Change

External and Internal Forces Driving Change

Introducing Change using the Kotter Model

Managing Resistance to Change

Essential Leadership Competencies During Change

Building Trust

Today’s Agenda . . . Afternoon

Experiencing Personal Change

Stages in the Change Cycle

Managing Change with Resilience

Communicating Change

Actions for Introducing/Leading Change

Your Perceptions of Change

What are your reactions when you hear the word “change”?

– Negative perceptions

– Positive perceptions

The Forces for Change . . .

External ForcesTechnologyEconomyMarket NicheHuman/Social Needs and ValuesGovernment Policies

Internal ForcesLeadership and VisionWorkforce DemographicsEmployee DissatisfactionNew IdeasPerformance Failures

Exploring the Forces . . .

First, by yourself . . . Identify the external and internal forces for change that you see putting pressure on this organisation. . . .

Then, as a group . . .

1. Discuss your individual lists.

2. Explore agreement on the key forces.

3. Identify the consequences if the Illawarra Institute doesn’t respond effectively to these forces.

Responses to Change

Implications???

Don’t expect change without some level of resistance

Resistance must be planned for

The Origins of Resistance . . .

1. Some people fear loss.

2. Some people mistrust those who lead.

3. Some people disagree on the change.

4. Some people don’t tolerate change well.

We Value Resisters Because . . .

They clarify the problem. They identify other problems that need

to be solved first. They force change leaders to think

before they implement the change. Their tough questions can strengthen

and improve the change. They let us know who opposes the

change. They slow down the change. They may be right, it is a dumb idea!

The PERCEIVED Losses . . .

Job Security

Psychological Comfort and Security

Control over One’s Future

Purpose/Meaning

Competence

Social Connections

Of these Of these potential losses, potential losses, which are people which are people most likely to most likely to experience from experience from the coming the coming changes?changes?

What can What can we do to we do to reduce or reduce or eliminate eliminate these these losses?losses?

Territory

Future Opportunities

Power

Social Status

Trust in Others

Independence and Autonomy

In Your Small Group . . .

Identify at least two or three actions that you can take to involve innovators, early adopters, early majority, later majority and traditionalists groups in your change efforts to reduce or eliminate sources of resistance.

Rallying Resistance

Surface the Resistance

Respect the Resistance

Explore the Resistance

Recheck the Status of the Current Resistance

Steps to Leading Successful ChangeSteps to Leading Successful Change

John P. KotterHarvard Business School

Create the Guiding Coalition

Establish a Sense of Urgency

Create a Vision for Change

Anchor Changes in the Culture

Communicate the Vision

Empower Others to Act

Create Short-Term Wins

Build on the Change

Establish a Sense of Urgency

Examine competitive realities

Identify potential crises or major opportunities

Create the Guiding Coalition

Assemble a group with enough energy and authority to lead the change effort

Encourage this group to work together as a team

Create a vision for Change

Appeal to the long term interests of employees, customers and stakeholders

Set realistic and attainable goalsEnsure vision is clear enough to provide

guidance in decision makingAllow for individual initiative and alternate

responsesCan be easily explained in five minutes

Communicate the Vision

Keep it Simple: Lose the JargonCreate Verbal PicturesUse multiple forums: RepetitionLead by Example: Your behaviour

speaksExplain the appearance of

inconsistencies2- Way: Listen as Well as Share

Empower employees for broad-based action

Communicate a sensible vision to employees

Make structures compatible with the vision

Provide the training employees needAlign systems to the visionConfront supervisors who undercut

needed change

Create Short-term Wins

Plan for and create regular “wins”Recognise and reward people who facilitate

the “wins”Momentum is building, less resistanceYou get what you reward

Build on the Change

More change, not lessMore helpStrong leadership from senior

managementProject management and leadership

from belowReduce unnecessary

interdependencies

Anchor new approaches in the culture

Comes last, not first

Depends on resultsRequires a lot of talk

May involve turnoverMakes decisions based on

succession is crucial

Change versus Transition

Change is an external event. Something old simply stops and something new simply begins

Transition is a psychological process and is the direct result of change. It involves a gradual re-orientation in order to adapt positively to the change.

Transitions…….

Transitions are normal, natural processes with specific actions individuals and organisations can take to effectively and efficiently move toward the new beginning.

Change and transition are interdependent —without successful transition, true change will be difficult or impossible.

Assessing and Plotting Leadership Style

Intentions and behaviours that underlie my self-rating?

Perceptions of others: intentions and behaviours they attribute to me?

Possible adjustments in my behaviour to increase my effectiveness?

Experiencing Personal Change

1. Before you knew the change was coming or needed . . .

2. In the earliest days of the change . . . when you are beginning to feel the effects of the change . . .

3. After the change is half-way complete . . .

4. After the change is complete . . . when you’re looking back on the path you’ve followed . . .

The Journey Through Change

Comfortand Control

Fear, Anger,and Resistance

Inquiry,Experimentation,

and Discovery

Learning,Acceptance, and

Commitment

LookingBack

LookingForward

Chaos

Stability

Characteristics of Comfort and Control

Comfortable Safe Everything’s fine Happy Satisfied No problems Positive Rewarding In control I’m okay, you’re okay!

People feel People feel comfortable, safe, and comfortable, safe, and

in control. They are in control. They are working hard — but working hard — but often on the wrong often on the wrong

things.things.

Characteristics of Fear, Anger, and Resistance

Frustration Anger Fearful Betrayed Upset Confused Challenged People feel frustrated, People feel frustrated,

angry, and fearful angry, and fearful about the change. about the change.

Performance deteriorates.Performance deteriorates.

Hostility Anxiety Self-doubt Lost Dazed

Characteristics of Inquiry, Experimentation, and Discovery

Confused Questioning Hopeful Opportunity Frustrated Disappointed Challenged Half-way there! Making progress

People want to make the People want to make the change work — on their change work — on their

terms as well as those of terms as well as those of the organisation — but they the organisation — but they don’t have clear answers.don’t have clear answers.

Going in all directions at once!

Searching for solutions Exciting! Innovation/creativity

Characteristics of Learning, Acceptance, and Commitment

Now I know! Energised Success! We made it! Relief Wow! Self-confidence Satisfied Comfortable What’s next?

People are focused on and People are focused on and excited about the future. excited about the future.

They begin working They begin working together to accomplish the together to accomplish the

change vision.change vision.

Getting Stuck in the Journey

When people get stuckhere . . .

It can lead to this . . .

Comfort and ControlComplacency and Obsolescence

Fear, Anger, and Resistance

Sickness and Avoidance

Inquiry, Experimentation,and Discovery

Anxiety and Lack of Integration

Learning, Acceptance, and Commitment

Gradual Drift “Backward” into Comfort and Control

In Your Small Group . . .

What specific actions can we take to help

– ourselves– others

along the emotional journey through change?

Leader Actions . . .

Comfortand Control

Fear, Anger,and Resistance

Inquiry,Experimentation,

and Discovery

Learning,Acceptance, and

Commitment

LookingBack

LookingForward

Chaos

Stability

Leader Actions

Create aFelt Need

for Change

Stabilizeand Sustainthe Change

Revise andFinalize the

ChangePlan

Introducethe Change

4

3

2

1

In Your Small Group . . .

What specific actions can we take to introduce, lead, and sustain a specific change in our organisation?

Identify actions that help you

a. Initiate or introduce the change.b. Respond to the emotional needs of

people at the respective stage.c. Meet the noted “key challenge.”

Resilience is . . .

The ability to successfully adapt to difficult or challenging life experiences

To overcome adversity and bounce back from setbacks…..

Al Sierbert- ‘The Resiliency

Advantage

Develop Your Resilience

Self-Assured Clarity of Personal Vision Flexible Organised Problem Solver Interpersonal Competence Socially Connected Proactive

In Your Small Group . . .

1. Discuss your reactions to and questions about resilience and its dimensions.

2. Identify three or four actions that leaders and individuals can take generally to develop and strengthen resilience in themselves and others.

Communication Strategy

Ensure all communication includes not only what’s happening, but also why and how

Be timely Link the big picture with the little picture Don’t tell people how they should feel Match the message to the medium Build a feedback loop into your strategy-actively

encourage people to provide upward and horizontal feedback

In Your Small Group . . .

What specific actions can we take to help

– ourselves– others

through the change process in the next 3, 6 and 12 months?

Thank You!!

Please complete the workshop evaluation.

Good luck with your change efforts!