26
Change management

Directing Change

  • Upload
    carrol

  • View
    1.066

  • Download
    0

Embed Size (px)

Citation preview

Page 1: Directing Change

Change management

Page 2: Directing Change

Fear, of the unknown is often worse than

the fear of reality!

Page 3: Directing Change

Change is…

A systematic & pro-active approach to

managing change by;

adapting to change

controlling change

effecting change

Page 4: Directing Change

The Big PictureThe Big Picture

INFORMAwareness

INVOLVEEngagement

INTEGRATECommitment

Page 5: Directing Change

Why develop a change plan?

Smooth seamless transition

Transparent - satisfy due process

Focused on a team approach

Facilitates multiple changes

Page 6: Directing Change

How is it effective?

Support the vision & strategy

Meet the business objectives

Identify any risks & plans response

Involve all staff

Monitor & review

Page 7: Directing Change

What are the consequences of not planning change

How might staff react??????

Suggestion-get management to identify the consequences-they will think they have developed it so you can make

them responsible for it & own it therefore you can monitor and measure their progress as a KPI!

Page 8: Directing Change

OutcomesEmployees:

Feel personally involved

More likely to be innovative

Help improve processes

Accepting & assisting with change

Page 9: Directing Change

OutcomesManagers;

Can effectively delegate projectsFacilitate incremental changeMaintain performance targetsPro-actively identify & deal with risksFoster a caring & supportive culture

Page 10: Directing Change

Systems approachCreate scoping plan & gain CEO approval

Identify risks (SWOT analysis)

Develop formal plan – monitor & review

Create a communication strategy. eg inform senior managers & employees

Page 11: Directing Change

Impact on organisation Lower morale Lack of trust and transparency Higher absenteeism Slow to change – resistance! KPI’s targets not adhered to Higher costs

The aim is to be a “Champion team rather than being a team of champions”!

Page 12: Directing Change

Assisting staffPrepare your staff Describe the change as best you canAssess the readiness of your teamDon’t make irrelevant changes – maintain status quo where possibleBe available to the staff – meet regularlyListen to the grapevine Encourage employee input to changeDetermine skills and knowledge gapsPlan for small steps & keep to them – why?

Page 13: Directing Change

Personal change approachThink positively

Search for solutions

Plan to achieve small wins first & reward staff

Break problems down into its parts

When all else fails – ask ‘what is the best that I can get from this situation’?

Identify measures of success

Page 14: Directing Change

Incentives

Thank staff for achieving small wins

Continually motivate leaders & staff

Create change agents or champions

Develop “war stories” and success stories

Analyse, Design, Develop, Test, Deliver

Create a coaching/mentoring plan

Page 15: Directing Change

Barriers to changeDenial Refusal to believe the change is taking place

Uncertainty about how the change will affect peopleNostalgia for the way it was & change seen as valuelessFeeling unmotivated and low morale

Resistance Feeling depressed, anxious, frustrated, angry, and blamefulGetting into conflict situations with othersHave a negative attitudes & refuse to cooperate with change

Adaptation Focus on survival rather than reduce risk taking or creativityIncreased uncertainty about how to go about thingsMore willingness to learn new systems.Start to accept the changes

Involvement Openness and commitment to the changes.Changes are seen as a challenge and opportunityParticipation in the change process & accepting the changes.

Completion

Page 16: Directing Change

Address mistakes change Behaviour!

1. Speak to them immediately

2. Tell them what they did wrong - be specific

3. Tell them how you feel

4. Stop for a few seconds of uncomfortable silence .. THEN

5. Remind them how much you value them

6. Reaffirm you think well of them - but not of their performance in this situation

7. Move on …..

Page 17: Directing Change

Behavioural outcomes

Stressor

Thoughts

Physiological Response

Feelings

Behaviours

Page 18: Directing Change

Stress ReactionCHANGE

Stress

Fight Respond Flight

Page 19: Directing Change

Change

Any change can be stressful.

Changes may be positive or negative.

Change is an inevitable part of life.

Change may be planned or unexpected.

Changes may be opportunities for learning and growth.

Page 20: Directing Change
Page 21: Directing Change

Match Behaviours …

Page 22: Directing Change

Mentoring & Coaching

Listen & maintain openness and commitmentMaintain time management & self management skillsRetain assertiveness and discretionEstablish performance indicators & identify solutionsFocus on long-term personal growth & learning. eg support & guidance is a relationship NOT just an activitySets ground rules and clarify mentor / mentee roleAgree when and how feedback will occurReview and monitor at regular intervals

Page 23: Directing Change

Maintain change momentum

1. Help people link the business requirement & the expected changes

2. Actively involve all employees3. Understand employees concerns, what's

in it for me? What am I to do? etc 4. Link objectives with the strategic plan5. Reward staff with incentives, awards, etc

Page 24: Directing Change

Use Positive Feedback to Change Behaviour!

1. Catch them doing something right

2. Praise immediately—saying what they did right -Be specific

3. Tell them how it helps the organisation and other people working there

4. Encourage them to do more of the same

5. Smile and/or use appropriate touch to reinforce your support of them

Page 25: Directing Change

Monitor & review

Identify completion dates & times

Align outcomes in communication strategy

Performance targets are adhered to

Page 26: Directing Change

The End

Any further questions?