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Using research to improve the delivery and effectiveness of change programmes. This was the title of a Webinar sponsored by the Association for Project Management (apm) on the 21st October 2013
Citation preview
What Drives Resistance to Change? A Leader’s Perspective
© Assentire Limited 2012
Sponsor: Assentire Ltd www.assentire.net
Researcher: Rod Willis [email protected]
Research conducted at Henley Business School as part of a post graduation qualification in Behavioral Change
Electronics Manufacturing and Test, then Mergers and Acquisitions since 1985. Engineering skills applying Enabling Technology, then moved to Process Improvement and organisational change. Now focused on the People side of the equation enabling Behavioural Change
Using research to improve the delivery and effectiveness of change
programmes
This was the title of a Webinar sponsored by the Association for Project Management on the 21st October 2013
© Assentire Limited 2012
Click on me later in this presentation if you would like to Tweet me
Reflecting why are we here today? Here are some thoughts
• Find ways of being better at what we do
• Be free to bring new ideas to the table
• Be able to frame new ideas contextually
© Assentire Limited 2012
POLL Ques)ons #1
• Which one is your interest?
– Find ways of being be=er at what we do
– Be free to bring new ideas to the table
– Be able to frame new ideas contextually Select only one
n=169
Is this research Important?
• 70% of all change initiatives fail (HBR).http://hbr.org/product/hbr-s-10-must-reads-on-change-management-with-feat/an/12599-PBK-ENG
• Resistance to Change is often cited as the number one reason why a change program has not delivered to the level that was anticipated.
• Organisations need to respond to turbulent market conditions.
• Needing to achieve more with fewer resources is a common theme we hear daily in the media, be this public, private or non-profit sectors.
© Assentire Limited 2012
Is this research Important?
• 70% of all change initiatives fail (HBR).http://hbr.org/product/hbr-s-10-must-reads-on-change-management-with-feat/an/12599-PBK-ENG
• Resistance to Change is often cited as the number one reason why a change program has not delivered to the level that was anticipated.
• Organisations need to respond to turbulent market conditions.
• Needing to achieve more with fewer resources is a common theme we hear daily in the media, be this public, private or non-profit sectors.
© Assentire Limited 2012
n=154
The Prime Research context
• Sixteen change leaders (past and present) via semi-structured interviews provided the prime data.
• Combined experiences spanning > 55 organisations.
• Operating within Oil and Gas, Professional and Financial Services, Public sector, including two District Councils and a Police Collaboration Programme.
© Assentire Limited 2012
The Problem of Change
“Change is occurring at an ever increasing pace in all phases of man’s life.
People fear change because it upsets their way of doing things and threatens their security.
This feeling is balanced by a desire for new experiences and for the benefits that come as a result of change”
(BURNS, J. E. 1966. THE PROBLEM OF CHANGE. Industrial Management, 8, 1.)
© Assentire Limited 2012
Some of the questions asked
© Assentire Limited 2012
• When you think of the term "RESISTANCE TO CHANGE", what comes to mind?
• Is this the term you have used in the past or do you use any other terms?
• As you think of examples of Resistance to Change, do you perceive…?
– Only Negative activity, if so why?
– Only Positive activity, if so why?
– Both Negative and Positive activities if so why? Neither, please comment further
POLL Ques)ons #2
• As you think of examples of Resistance to Change, do you perceive…?
– Only Nega)ve ac)vity? – Only Posi)ve ac)vity? – Both Nega)ve and Posi)ve ac)vi)es? – Neither Nega)ve nor Posi)ve ac)vi)es?
Select only one n=162
© Assentire Limited 2012
Ensuring a safe environment to enable Learning and Change
Culture of the Organization
Symptoms by level
1 off Level 1
3 off Level 2
Leading and Managing Change
Purpose, Comm’s
Change Dynamics
Symptom by level
2 off Level 1
3 off Level 2
Individual + Group Transition
Personal Dynamics
Group Dynamics
Symptoms by level
3 off Level 1
5 off Level 2
Behavioural/Psychological Levels used to categorise ‘Symptom by level’ Level 1: Environmental, Behavioural or Capability Level 2: Values, Beliefs, sense of Identity and Personal Purpose
We found 17 symptoms
8 symptoms
5 symptoms
4 symptoms
3
1
3
2
5
3
Ensuring a safe environment to enable Learning and Change
Symptom Theme:
Culture of the Organization
Symptoms by level
1 off Level 1
3 off Level 2
Leading and Managing Change
Symptom Themes:
Purpose, Communication
Change Dynamics
Symptom by level
2 off Level 1
3 off Level 2
Individual and Group Transition
Symptom Themes:
Personal Dynamics
Group Dynamics
Symptoms by level
3 off Level 1
5 off Level 2
Leaders and Managers ability, and Resistance to Change
© Assentire Limited 2012
Is there a relationship between Leaders and Managers ability to work at a deeper
psychological level (consciously or otherwise), and being able to bring about successful
change?
Behavioural/Psychological Levels used to categorise ‘Symptom by level’ Level 1: Environmental, Behavioural or Capability Level 2: Values, Beliefs, sense of Identity and Personal Purpose
Resistance in the Eye of the Beholder
© Assentire Limited 2012
Level 1: Environmental, Behavioural or Capability
Level 1
Level 2
Resistance in the Eye of the Beholder
© Assentire Limited 2012
Level 1: Environmental, Behavioural or Capability
How will we gain access to this knowledge on a
broader basis ?
Ensuring a safe environment to enable Learning and Change
Symptom Theme:
Culture of the Organization
Symptoms by level
1 off Level 1
3 off Level 2
Leading and Managing Change
Symptom Themes:
Purpose, Communication
Change Dynamics
Symptom by level
2 off Level 1
3 off Level 2
Individual and Group Transition
Symptom Themes:
Personal Dynamics
Group Dynamics
Symptoms by level
3 off Level 1
5 off Level 2
Change Programs under-performing Could this be why?
© Assentire Limited 2012
Behavioural/Psychological Levels used to categorise ‘Symptom by level’ Level 1: Environmental, Behavioural or Capability Level 2: Values, Beliefs, sense of Identity and Personal Purpose
What are the implications if you, or your Leaders and Managers are
NOT able to work at a deeper level than Capability?
It would seem the majority of change programs fail to deliver what is wanted, is there a link
here?
POLL Ques)ons #3
• Please select the one you feel is hardest to work with. – Capabili)es – Environment – Values and/or Beliefs – Behaviours – Sense of Iden)ty Select only one
n=165
The ‘Grow Through Change’ framework and the Research findings
© Assentire Limited 2012
Lack of a clear Purpose
Fear of failure, Personal “ROI”, conflict with an individual’s “System” and/or career objectives
Low awareness regarding Leadership of Transformation and Individual Transition
Staff involvement, Tipping Point, Assimilation capacity and Change-cycle (Transition Psychology)
Old habits die hard, perceived excessive work, present system is OK, outdated life-cycle view “Group-Think”
Appropriate Process, Timing & Content
Sins of the past, low trust in the leadership, limited “soft skills” awareness in the leadership, inadequate training or support provided
Self-Determination Theory (SDT) Purpose, Mastery, Autonomy
Transition: Origin: mid 16th century: from French, or from Latin transitio(n-), from transire 'go across’ Definition: The process or a period of changing from one state or condition to another
What next? ‘Grow Through Change’, working with other frameworks
goo.gl/xPlbm6
apm.org.uk/BOK6
assentire.net/supervision/
How to engage in this space • Funded Research • Workshops • Professional Coaching • Professional Supervision
Rod Willis [email protected]
APM Body of Knowledge
ISO 9004
And
Adult Development & Leadership Theory
Thoughts for the day
© Assentire Limited 2012
Resistance to Change, has our view actually changed in 50 year?
‘Real-life leaders: closing the knowing-doing gap’ (CIPD Research report September 2013)
‘New research finds 'reality gap’ in the capability of UK plc's 8 million managers, undermining attempts to boost economic
growth’ (CIPD 3rd of May 2012)
It’s not new after all! Books for consideration
Leading and Managing Change 1: Purpose (Heron, 1999, Pink, 2011, Jung, 1995, Sinek, 2011)
3: Communication (Patterson, 2002, Wright, 2009, Gallwey, 1986)
4: Change Dynamic (Black, 2008, Conner, 2006, Hurst, 2002, *Kim and Mauborgne, 2003)
Ensure a safe environment to enable learning and change 2: Culture (Covey, 2006, Kotter and Cohen, 2002, *Welsh NHS Confederation, 2008, Schutz, 1994)
Leading and Managing Individual and Group Transition 6: Group Dynamic (Jaques and Salmon, 2008, Senge, 1994, Senge, 2006, Thornton, 2010)
5: Personal Dynamic (Argyris, 2008, Cartwright, 2004, Deci, 1997, Hawkins and Smith, 2006, Lawrence and Nohria, 2002)
Transformational Leadership Frameworks (*Rooke and Torbert, 2005, *Jr., 2006, Collins, 2005, *Michael J. Zickar, 2008)
A link for the books available from Amazon is available at http://goo.gl/5DfUh5
References prefixed with an * are Papers, please contact me for more details if you would like the full reference.
© Assentire Limited 2012
References for Journals introduced at the start of the presentation
COGHLAN, D. 1993. A person-centred approach to dealing with resistance to change. Leadership & Organization Development Journal, 14, 10.
LAWRENCE, P. R. 1954. How to Deal with Resistance to Change. Harvard Business Review, 32, 49-57.
ROOKE, D. & TORBERT, W. R. 2005. 7 Transformations of Leadership. Harvard Business Review, 83, 66-66.
STONE, D. N., DECI, E. L. & RYAN, R. M. 2009. Beyond talk: creating autonomous motivation through self-determination theory. Journal of General Management, 34, 75-91.
THOMAS, R. & HARDY, C. 2011. Reframing resistance to organizational change. Scandinavian Journal of Management, 27, 322-331.
© Assentire Limited 2012
‘Insanity is doing the same thing, over and over again, but expecting different results’ (Albert Einstein)
© Assentire Limited 2012
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