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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
PC
Kn
ow
led
ge a
nd
Ab
ility
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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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Foundational Elements
Situational Framework for Change Management
Individual Team
Leadership
Change Management Models/ Approaches
PC
Kn
ow
led
ge a
nd
Ab
ility
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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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Foundational Elements
Situational Framework for Change Management
Individual Team
Leadership
Change Management Models/ Approaches
PC
Kn
ow
led
ge a
nd
Ab
ility
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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
ess C
om
ple
xity
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Directed
Planned
Guided
Low High
Low
High
Socio-Technical Uncertainty
Busin
ess C
om
ple
xity
Change
Capac
ity
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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Foundational Elements
Situational Framework for Change Management
Individual Team
Leadership
Change Management Models/ Approaches
PC
Kn
ow
led
ge a
nd
Ab
ility
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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