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Making Change Happen
Facilitated by Caroline Egan
Carmichael Centre for Voluntary Groups
Change – How is it perceived?
As a metaphor:“If you put a frog into a pot of cold water and
slowly heat it, the frog will let itself be boiled to death.” (Charles Handy, 1995)
Lesson: be aware and respond to the subtle changes in the environment, or you may not survive
Change – How is it perceived?
Geoffrey F. Albert’s View:
“It often takes more courage to change one’s opinion than to stick to it.”
Change – How is it perceived?
Lady Nancy Astor’s View:
“The main dangers in this life are the people who want to change everything – or nothing”
Change – How is it perceived?
Sydney J. Harris’s View:
“Our dilemma is that we hate change and love it at the same time; what we really want is for things to remain the same but get better”
Change – Incremental Vs Transformational
Sometimes it’s the simplest most pragmatic changes that make the biggest difference
Penguins on ice float – Youtube clip
http://www.youtube.com/watch?v=DX2ekG5kenM
Lessons learned?
Group exercise 1
In groups, pick two positive changes you have observed in the world around you that have taken place during the last year. Why are these changes memorable and positive?
The Nature of Change in Voluntary Organisations
Voluntary organisations are typically volunteer led and set up to address a perceived problem or need
People have considerable choice as to which organisations they will support (people move between groups or are involved in several)
The public’s expectations have changed with respect to relevance, governance and how money is spent
Funders have tightly specified performance requirements (general grants disappearing)
Staff and volunteers expect learning opportunities to be part of their experience
Changes in technology are changing people’s information gathering practices
The availability of new volunteers impacts on the nature and speed of change in a voluntary organisation
Partnerships, networks and coalitions are being used for greater impact
Using Second-curve Thinking to help Foster the need for Change
The Sigmoid Curve is an S-shaped curve which can be used to describe the life-cycle of organisations.
It means making changes near the peak of success
The paradox of success: what got us where we are will not keep us where we are
Reducing change/learning anxiety to create “psychological safety”
Involve the “change targets” in all the steps of the learning process
Provide a vision of a path Provide a safe environment for learning Provide the time and resources necessary for learning Provide first steps and a direction Work in groups Provide coaching and help Reward small steps in the right direction Work in a supportive climate (norms that support errors when
made)
Attributes of Change Agents
Leadership and listening skills Emotional intelligence Political skills Clarity about key issues, flexibility about
detail Long term commitment Reflect and learn – individual and team Seek support – for self and organisation
Effective Change through Leading and Listening
LEADING Clear view of the future Strong leadership Focus on action Investment in training Timetabled plan with
targets
LISTENING Desire to build on the best
of the past Strong commitment to
hear the concerns of people at all levels
Time for reflection Commitment to learning Freedom to act within
broad guidelines
The Change Process
1. Clarify the scope and scale of the proposed change initiative
2. Establish a change team with the power and expertise needed to ensure the change will succeed
3. Prepare a diagnosis of the problem so people can understand why change is needed
4. Build strong commitment to the need for the change and listen to people’s concerns
The Change Process
5. Develop a motivating vision for what the change will achieve
6. Plan and communicate extensively about the proposed change
7. Implement by empowering people to take the required actions
8. Incorporate change into the culture of the organisation
Readiness for Change = DxVxF>R
Readiness =
D (Dissatisfaction) With the current state
V (Vision) Is it compelling and shared
F (First steps) are they “doable”
should be greater than
R (Resistance) to change
Articulate the Vision and Create a Shared Need
Visions paint a picture of why the change is needed – appeals to the “head” and “heart” and helps build momentum
Needed to create a shared understanding and to gain commitment and “buy-in”
Golden Rules for Implementing Change
Manage people’s expectations Project manage Be seen to add value Build on some quick wins Be realistic about what you can achieve Manage conflict Repeat key messages & communicate Expect strange behaviour and be ready for it Realise that everything you say will be scrutinised Remain visible and “out of the bunker” Keep your eye on the ball
Why Change Initiatives Fail
The change failed to address the problem The change addressed the wrong or even a nonexistent
problem The person leading the change was not up to the job There was poor adaptation on the part of those expected to
change their behaviour Events or factors inside the organisation derailed the change Events or factors outside the organisation derailed the change The process used to implement the change was flawed
Mistakes in Implementing Change
Process Mistakes Missing out a stage Insufficient
communication Organisation overload No quick wins Drowning in detail Everything is a high
priority Change agent loses
confidence
People Mistakes Disrespect of the past User voice is absent Staff voice is absent CEO won’t let go Too few innovators Benefits to stakeholders
unclear
Reasons People Resist Change
Loss of control Uncertainty Fear of the difference Loss of power Possible increased workloads Threat Misunderstandings
Identify possible reasons in advance and negate them
Forms of Resistance to Change
Attack Compliance “We’re unique” “No time” Low energy, inattention Avoiding responsibility Changing the subject Confusion Silence Nit-picking
Dealing with Resistance
Involve people in the process Train Explain the change in easy to understand
terms Develop shared vision and buy-in Explain the reasons Address the concerns of people Above all, COMMUNICATE!
Communication Change: The 5 Ws
Who should be told? When should they be told? What should they be told? Where should the message be conveyed? Who should control the communications
process?
Creating a Blue-Print for Change
What – action to be taken When – timescale for change Who – is to be affected and who is
responsible for leading the changes How – specific actions to be carried out Why- the logic behind the actions taken
Group Exercise: Troubleshooting checklist
In groups, identify ten points that could appear on a checklist to be used by Guiders when they are contemplating change and want to minimise resistance to plans!
We’ll share the results and produce a common checklist