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Session4: implementing change
Change Management
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Content
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Roles of change agents
Communicating change
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Reflection on change agents
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Who are change agents?
From your experience in your current or previous
organization- who is/are change agents? Are they
internal or external? What do they do?
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Change Agent
4
People who act as a catalysts and assume theresponsibility for managing the change process
Change agents have critical role during diagnosis,
planning and implementation of change programs.
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Change Change agent a person skilled in the theory and
implementation of planned change, synonymous with thephrase change facilitator, usually an outsider (because
theyre not biased and the organization wont have as
much resentment for the outsider)
Champion to support, coordinate, and market the changeat all levels of the organization. May or may not be
outsiders, taken aside and taught all the stuff about the
change in advance, and sent back out to us to explain it
and gather support. Like cheerleaders
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Can you imagine the role of change agent in relation
to these reaction of people?
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APATHY
The world is always
changing
AWARENESSThe NHSmust change
AVOIDANCEThey must change
RESISTANCEWe must change
ACCEPTANCEI must change
INVOLVEMENT
DEGREE
OF
CHANG
E
Reactions to Change
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Lewins Model and change agents
roles
Unfreezing Occurs when the change agent convinces
members of the group to change or when guilt, anxiety, or
concern can be elicited.
Movement the change agent identifies, plans, andimplements appropriate strategies, ensuring that driving
forces exceed restraining forces. Sets goals, target dates
to implement the change. Whenever possible we are going
to try to implement change gradually!
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Lewins Model and change agents
roles
Refreezing the change agent assists in stabilizing
the system change so that it becomes integrated into
the status quo. Change agent is out there being
supportive, helping people adapt, making sure youhave the tools you need to sustain the change,
making sure you have the reasons and that you
know why, making sure everything is stable. Usually
takes about 3 6 months. We should never attempt
a change unless that change agent can stay there
the entire time.
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John Kotter on Leadership & Management
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10 Commandments for Implementing
Change Todd Jick
12
1. Analyze the organization and its need forchange
2. Create a shared vision and commondirection
3. Separate from the past4. Create a sense of urgency5. Support a strong leaders role6. Line up political sponsorship
7. Craft an implementation plan8. Develop enabling structures9. Communicate, involve people and be honest10. Reinforce and institutionalize the change
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Change communications
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communication content
Role of communications during change Audience segmentation
Which channels to use
The role of the leader
Communication needs during change
Tips for successful change
Potential pitfalls
Group discussion
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Communication when Leading People
through Change
Communicate clearlyusing the right message andmedium
Communicate earlyas soon as the change is known
Communicate oftenin small chunks Communicate honestlykeep people informed
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Role of communications Explain why change is happening:
Ensure people understand the rationale for change Talk about the benefits / consequences
Emphasise whats not changing
Show people where they are going: Map out the process of change
Identify and recognise key milestones; celebrate success
Show people how they will get there: Break it down into clear, simple steps
Give practical examples
Be directional
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Planning your communication
Establish a clear vision and objectives
Divide the project into phases
Confirm key milestones for each phase
Identify your target audiences
Select your channels
Select your spokesperson/people
Determine resources and timetable
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AUDIENCES
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Audience segmentation
Directly affected Stakeholders
Wider community
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Directly affected Close interest Wider community
Why is this happening?
Will anything really
change?
When will it happen?
What does it mean forme?
Is my job secure?
Where can I find out
more?
Why is this happening?
What impact will it have
on my work?
How will I benefit?
Where can I find outmore?
Why is this
happening?
Will it affect my
work?
Will anything reallychange?
How much will it
cost the University?
Vision
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Directly affected Close interest Wider community
How will it be different?
How will my role differ?
Will my team change?
Will my manager
change?
Will my work location
change?
Is my job secure?
How can I raise issues /
concerns?
How can I get involved?
What changes will
happen?
When will they happen?
How can I contribute
ideas?
How can I raise issues?
What is changing
and why?
What are the
benefits?
How much is this
costing the
University?
Planning
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What will happen overthe next few months?
How will we know if were
on the right track?
When will the changes
affecting me take place?
How can I raise
concerns?
What changes arehappening and when?
How will they affect me?
Will the service I use be
disrupted?
How can I issues?
What is changing &why?
What are the
benefits?
Will it affect my
work?
How much is this
costing the
University?
Directly affected Close interest Wider community
Implementation
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Plan
now,engage
later
Engagenow
Informlater
Informnow
Urgency
Influence
Low
High
High
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CHANNELS
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Communication channels
Behaviour
Workshops
Working groups
Role models
Champions
Instructions
Knowledge Presentations
FAQs
Emails
Websites
Newsletters
Attitude Two-way channels
Presentations
Open forums
Focus groups
Online forum
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Choosing your channelPaper Website Face-to-face
Best for: digesting
complex information
When to use: to
support face-to-facecommunication, esp
when there are
complex messages
Avoid: Relying on
paper as a primarychannel
Best for: retrieving
factual information
When to use: when
people need to findsmall pieces of
information quickly
Avoid: Relying on
the web as a primary
channel; sensitiveinformation;
changing behaviour
Best for: difficult
messages; changing
peoples behaviour or
attitude
When to use: primary
channel for change
communication
Avoid:
communicating verycomplex or detailed
information
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Primary channel
Face-to-face allows you to:Articulate the end vision
Use the appropriate tone
Gauge reactions
Check understanding
Correct misconceptions
Provide reassurance
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Secondary channels Website: quick retrieval of information and check facts
Q&As: tailored information by subject/group
Email: for short broadcast announcements and updates;
not for major announcements about restructuring
E-bulletin: regular updates; reminder of key milestones
Staff newsletter: recognise success; reminder of what has
not changed
Email inbox: allows people to submit questions, concernsand ideas
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LEADERSHIP
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The role of the leader
Provides direction and reassurance throughout theprocess
Articulates the vision and the strategy clearly
Maps out the journey and the milestones along the way
Instils confidence that the process is being managed well Communicates regularly and in a timely way
Is honest; not afraid to say I dont know
Explains why at each stage
Role-models new behaviours
Listens to peoples concerns
Recognises peoples emotional as well as intellectualneeds
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COMMUNICATION NEEDSDURING CHANGE
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Deny Need to talk and be heard
Resist
Need to see the big picture and understand the benefits Need to be involved
Need to feel in control
Accept
Need more detailed information
Need reassurance and affirmation
Explore
Need more active involvement
Need to be able to work with others
Commit Need acknowledgement Need recognition and reward
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Monitoring progress Did the briefings happen, how many people
attended?
What are people saying?
What does the rumour mill say?
Who are people listening to?
Is there a change in behaviour?
Do people need more support?
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communication
Clarify roles and responsibilities in advance, particularly the
decision-making and sign-off process Reduce uncertainty and instil a sense of control
Be consistent maintain tight control over key messages
Separate facts from reassurance
Provide as much information and support as you can throughout thechange process
Ensure the structure, tone and content of communicationsacknowledges peoples emotional and intellectual needs
Listen provide a range of feedback channels
Use FAQs and keep them current
Get people involved make them feel they have a say
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P t ti l itf ll
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Potential pitfalls
Relying on written rather than face-to-face communication
Confusing information dissemination with communication Complicating the message
Hiding or massaging the truth
Imposing change rather than involving people
Underestimating peoples reactions to change, or the timeneeded for people to absorb change
Underestimating the coffee and car parking factors
Delaying communication until every detail is confirmed
Communicating to affected audiences at different times
Communicating bad news in different phases
Not having a communications infrastructure in place
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Trust Building Actions
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COMMUNICATION
Solve problems through direct communication. Be explicit. If compromise is
productive, do it in communication, not in your mind alone
Ask non-assumptive questions. Inquiry not advocacy.
Practice deep listening - suspend judgment
Look for the positive - acknowledge the intent first
Validate success or new effort. Share credit generously
RESULTS
When in doubt about taking on a commitment, air your concerns. Only make
promises you can keep.
Schedule regular opportunities for input and feedback
Be timely
Be willing to be wrong
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Communicating with different
audiences [1]
38
20 25% Early AdoptersVery interested, willingly join
Communicating the change
20 25% Late Adopters
Interested but ... Wait and see
10 15% ChampionsAnd Pioneers
Lets get started!
1015% Active Resistors Forget it!
2025% SkepticsWait and ... I told you so!
123
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Communicating with different
audiences [2]
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123
1. Inform Information organisation,prioritisation & presentation2. Construct an argument Enlist support of [1] above3. Persuade and motivate Maybe communicate costs of resistance
1. Early Adopters Make/help it happen
2. Late Adopters Help/let it happen3. Skeptics Let it/stop it happening
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Communicating with different
audiences [3]
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Make it happen... Commitment will makesystems change to make ithappen
Enrolment will dowhatever can be donewithin existing systems
Help it happen... Collaboration Doeseverything expected and more
Compliance Doeswhats expected and nomore
Let it happen... Benign apathy Is it 5oclock yet?
Grudging complianceSees no benefit, wants nochange. Not on board.
Against it happening... Non-complianceI wont doit and you cant make me!
Sabotage Propaganda,subterfuge or activehostility
LessMore
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Communicating with different
audiences [4]
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Influencer Against ithappening
Allow it tohappen
Help ithappen
Make ithappen
1
2
3
4
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C f f
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Considerations for successful
change
Recommended