Change Management Pc Overview

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Change ManagementPC Overview

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What is change?

Change is a situational shift, often an event.Moving to a new city, getting married, being promoted, losing a parent…..

Transition is the reorientation and renewal process that you go through when you encounter a change.

Ten Tips on Handling Successfully the Transition from Manager to Leader, William Bridges

Change is external, transition is internal

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What is Change Management?

The concept of change management describes a structured approach to transitions in individuals, teams, organizations and societies that moves the target from a current state to a

desired state.

Definition source: Wikipedia

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Outline Individual and team change Leadership during change Organizational change management

models/approaches Introduction of a situational

framework for change management Knowledge building for PC’s

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Foundational Elements

Situational Framework for Change Management

Individual Team

Leadership

Change Management Models/ Approaches

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“The achievements of an organization are the results of the combined effort of each individual”.

Vincent Lombardi

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Individual Change

To exist is to change, to change is to mature, to mature is to go on creating oneself endlessly.

Henri Bergson

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Key Theories –Individual Change

Learning and the process of change Behavioural Cognitive Psychodynamic Humanistic Psychology Managing change in self and others Personality and change

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Meyers Briggs -Personality & Change Theory

ISThoughtful

Realist

IN Thoughtful Innovator

ESAction

Oriented Realist

ENAction

Oriented Innovator

What are they most concerned with

Practicalities Thoughts, ideas, concepts

Actions New way of doing things

How they learn Pragmatically and by reading and observing

Conceptually by reading, listening and making connections

Actively and by experimentation

Creatively and with others

Where they focus their change efforts

Deciding what should be kept and what needs changing

Generating new ideas and theories

Making things better

Putting new ideas into practice

Motto “If it isn’t broke don’t fix it”

“Let’s think ahead”

“Let’s just do it” “Let’s change it”

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Individual Response To Change

Consequences of the change

Nature of the change

Type of individual

Individual history

Organizational history

Response to change

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Team

Snowflakes are one of nature’s most

fragile things, but just look at what they can do when

they stick together.

Vesta Kelly

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Interesting to note!

There is a real lack of any authoritative research on the effect change has on teams.

And as a consequence there is very little research on strategies for managing and leading teams through organizational change.

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So what is known about teams?

That there are different types of teams There are techniques to improve a team’s

effectiveness There is considerable research about the

stages of team development (one is the forming, storming, norming and performing by Tuckman)

Composition of a team is an important factor to consider in determining how it can

be successful.

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Types of Teams Group Work Parallel Project Matrix Virtual Network Management Change

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Work Team Purpose is to maintain

business as usual. Task focused Common overarching

objectives Shared responsibilities Individual

accountabilities Typical hierarchical

structure

Change or Project Team Forms for a limited/variable

time to achieve project, change and development

Led by project/change manager

Task and communication focused

Parallel Team Attention to the people

side of change Normally coordinated or

facilitated Communication focused

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Composition of Teams Chairman Shaper Plant Monitor-Evaluator Company worker Resource Investigator Team Worker Completer-Finisher

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What key questions do we need to be asking and answering before, during and after the change process?

What type(s) of team are they and how might they respond to change?

Where is a team affected by the change process? How can we best use them throughout the change

process? What additional types of teams do we need for

designing and implementing the changes? How do we ensure that teams that are dispersing,

forming, integrating or realigning are staying on task? What organizational process do we have for ensuring

teams are clear about their: mission, planning and goal setting; roles and responsibilities; operating processes; interpersonal relationships; inter-team relations?

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Leadership in change

A pat on the back is only a few vertebrae removed from a kick in the pants, but is miles ahead in

results.

Ella Wheeler Wilcox

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Dimensions of Leadership

OutcomesDeveloping and delivering

business outcomes

EmotionsEnabling people and

culture to adapt

InterestsMobilizing influence,authority and power

Personal

Leadership

Organizational context

Source: Mike Green, Andy Holder and Mhairi Cameron

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Summary of Goleman’s six Leadership styles

Coercive

Authoritative

Affiliative

Democratic

Pace-setting

Coaching

Short Definition

Telling people what to do and when

Persuading and attracting people with an engaging vision.

Building relationships with people through use of positive feedback.

Asking the team what they think, and listening to this.

Raising the bar and asking for a bit more. Increasing the pace.

Encouraging and supporting people to try new things. Developing their skills.

When to use this style

When there is a crisis

When step change is required. When manager is both credible and enthusiastic.

When relationships are broken.

When the team members have something to contribute.

When team members are highly motivated and highly competent.

When there is a skills gap.

Disadvantages of this style

Encourages dependencePeople stop thinking

Has a negative effect if manager is not credible.

Not productive if it is the only style used.

May lead nowhere if team is inexperienced.

Exhausting if used to much. Not appropriate when team members need help.

If manager is not a good coach, or if individual is not motivated, this style will not work.

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Key Roles in Change Process

Role Description HintSponsor Has the authority to make the change

happen.Has control of resources.

Needs to have a clear vision for the change. Identify goals and measurable outcomes.

Sustaining Sponsor

Sponsors change in own area, although top-level responsibility lies further up the hierarchy.

Must be careful not to transmit cynicism.

Implementer Implements the change.Reports to the sponsor.Responsible for giving live feedback to the sponsor on change process.

Needs to listen, enquire, and clarify questions with the sponsor at the start of the initiative.

Change Agent

Facilitator of change. Helps sponsor and implementers stay aligned. Keep sponsors on board.No direct authority over implementers.

Acts as data gatherer, educator, advisor, meeting facilitator, and coach.

Advocate Has an idea. Needs sponsor to make it happen. Usually highly motivated

Must make idea appealing to sponsor

Source: adapted from O’Neill (2000)

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Individual Team

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Most change theories fall into one or more of the following

approaches

Directed Planned Guided

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Authority

Persuasive Communication

Acceptance

Directed Change

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Planned Change

Identify the Change

Organize the project

Involve and influence the stakeholders

Implement, monitor and sustain the change

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The Guided Changing SpiralSource: Kerber(2001)

SHARE THE LEARNING SYSTEM WIDE

INTERPRET &

DESIGN

IMPLEMENT & IMPROVISE

HOLD ACCOUNTABLE

& LEARN

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Individual Team

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Other factors to consider

Business complexity Socio-technical uncertainty Change capacity Urgency

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Directed

Planned

Guided

Low High

Low

High

Socio-Technical Uncertainty

Busin

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Directed

Planned

Guided

Low High

Low

High

Socio-Technical Uncertainty

Busin

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Change

Capac

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Urgency

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Directed Planned GuidedBusiness Complexity

Low Medium High

Socio-technicalUncertainty

Low Medium High

Change Capacity

Low Medium High

Urgency of Situation

High Medium Low

Use of resources (Time) FHA’s

Low Medium High

Skill of Change Agent

Low Medium High

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Individual Team

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Building knowledge and Ability

Continue to build upon your knowledge of individuals and team teams experiencing change

Collect different change models, approaches and tools.

Leadership- be the change you want to see

Keep learning and applying

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Resources Making Sense of Change Management, Esther

Cameron and Mike Green Article: Rethinking Organizational Change:

Reframing the Challenge of Change Management Kenneth Kerber; Anthony F. Buono

Paul Corbin information sheets on change: ndrive Adkar model – see N drive 5A’s Behavior Change Model Adapted for Self-

Management Support Improvement, 2002 Glasgow et al, Whitlock et al

NHS Leadership series (on N:drive or go to website, www:modern.nhs.uk) Building and nurturing an improvement culture Leading improvement Managing the human dimensions of change

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Resources continued

Article: Ten Tips on Handling Successfully the Transition from Manager to Leader, William Bridges

Article: When Relationships Break Down, Mark Samuel (see N:drive)

Article: Leadership in Times of Crisis During Change Due to Health IT Projects

Website Article from Transition Management Advisors, Change Project Management-The Next Stephttp://www.corpchange.com/archives/article_archives/a10_next_step/a10_next_step.html