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Welcome to
WE CAN WORK IT OUT! Leading and supporting teams through change
Liz Dubber
Exeter Central LibraryMonday 29th November 2010
© Liz Dubber 2010
In pairs, please Introduce yourselves to each other Work together to choose one favourite
quotation from the list providedThen One person from each pair please introduce
your partner and yourselfand
Tell us your chosen quotation and why you chose it
Introductions
© Liz Dubber 2010
What is change?
Change = ‘make or become different’
the quotes tell us that change is a constant
life = change
Why we’re talking about change in libraries
© Liz Dubber 2010
Differences of scale...◦ Is any change small?
Differences of degree of control◦ How much control of change do you have at
work?◦ What aspects can you control?
Your own attitude to change How you respond to the change You can influence how it affects your colleagues and
especially your teams
Different sorts of change
© Liz Dubber 2010
What do you think drives change? Common drivers of change include
◦ Political change◦ Economic environment/budget needs◦ New knowledge/research evidence◦ New technology◦ New people
How might these drivers lead to change in our libraries in the next 10 years?
What drives change?
© Liz Dubber 2010
The library service of the future: How might it be different?
hoto by Jim Howe http://creativecommons.org/licenses/by-sa/2.0/deed.en
© Liz Dubber 2010
... our organisations
... our people ?
... ourselves?
new systems, new tasks, new roles and responsibilities,
new teams, new colleagues, new priorities,
new partnerships, new stress, new opportunities...How can we lead our teams through these
challenges?
What will these changes mean for...
© Liz Dubber 2010
In groups, use the cards to try and prioritise the challenges of change in libraries
Use the blank cards to add up to five more challenges you see Discard the 5 cards least important to you Now arrange the remaining cards in priority order in answer to this question:
Which of these challenges is the most important one for you and your team to achieve?
Some of the challenges of change
© Liz Dubber 2010
Now rearrange your cards in answer to this question:
Which of these will be the most difficult for you and your team to achieve?
© Liz Dubber 2010
Looking at the quotes again, does any one now stand out as particularly relevant?
Can you say why?
Quotes again...
© Liz Dubber 2010
11.00 – 11.15am Refreshment break
© Liz Dubber 2010
Exploring feelings about changeTalk to your neighbour about this for 5 minutes:
– Which changes might we positively welcome?
- And what might we fear?
Preparing for change
Photo reproduced with permission of Stephen Abrams
© Liz Dubber 2010
A tale of mice (Sniff, Scurry,) and Littlepeople (Hem and Haw)
Change happens (they keep moving the cheese) Anticipate change (get ready for the cheese to move) Monitor change (smell the cheese often so you know when it is
getting old) Adapt to change quickly (the quicker you let go of old cheese,
the sooner you can enjoy new cheese) Change (move with the cheese) Enjoy change! (savour the adventure and enjoy the taste of
new cheese) Be ready to change quickly and enjoy it again and again
(They keep moving the cheese)
© Spencer Johnson, 1998
Who moved my cheese?
http://creativecommons.org/licenses/by-nc/2.0/deed.en
© Liz Dubber 2010
It’s useful to think about how well prepared we are for change. How prepared are ◦ our organisations?◦ our people?◦ we ourselves?
What successful change have we come through already?
What went well last time? What did we learn?
How prepared are you to lead your team through change? (a checklist)
How prepared are we?
© Liz Dubber 2010
What role and responsibilities does the team leader have?
◦ To actively facilitate change
◦ To support and project the vision
◦ To maintain effective and timely communications
The role of the team leader (1)
Photo by Michaelcardew http://creativecommons.org/licenses/by/2.0/deed.en
© Liz Dubber 2010
7% of message pertaining to feelings and attitudes is verbal
38% is paralinguistic (the way that the words are said)55% is facial expression
What does this suggest?◦ Don’t use email for sensitive issues◦ Use face to face whenever and wherever you can◦ Follow up emails with face to face contact
Prof. Albert Mehrabian’s model of communication
Photo by State library and Archives of Florida
© Liz Dubber 2010
◦ To keep people well informed even if the news is seen as bad
◦ To gain commitment from team members, and develop trust and inclusion using honest and open communications, by emphasising the opportunities and advantages of change, leading by example by showing that you understand their concerns by involving everyone in the change
◦ To listen to your team Be open to hearing about staff concerns Encourage people to offer ideas to help change Help them to feed ideas back to management Arrange face to face meetings with senior management for your
team Encourage your team members to contribute to and help direct
elements of the change
The role of the team leader (2)
© Liz Dubber 2010
To focus on both the task and the process◦ Being aware of what changes are taking place◦ Being aware of how the change is affecting the team
(team dynamics) To remove barriers to progress
◦ Letting people initially voice opposing views and frustration
◦ Explaining they need to accept the change◦ Encouraging them to accept new systems and
procedures as changes for the better◦ Counselling people who need more support◦ Managing conflict (and seeking support where needed)
The role of the team leader (3)
© Liz Dubber 2010
To acknowledge and celebrate success◦ Being aware of individual’s contribution to team
success◦ Acknowledging and congratulating success
publicly ◦ Saying thank you on behalf of your organisation◦ Feeding success stories back to senior
management To lead and support people through change
◦ Helping to develop team members through coaching, support and advice
◦ Helping people see how far they have come
The role of the team leader (4)
© Liz Dubber 2010
Working in small groups, take a look one of the scenarios
Discuss it in your group What is the key role of the team leader in this scenario? What might they do to facilitate the process of change?
Be ready to feed back your ideas
Team leadership scenarios
Photo by Purplesloghttp://creativecommons.org/licenses/by/2.0/deed.en
© Liz Dubber 2010
12.30 – 1.15pm Lunch break
© Liz Dubber 2010
What is a team? What encourages teams to work well
together? Features of successful teams
◦ Variety of strengths/diversity◦ Clear roles that are understood by all◦ Mutual respect , empathy and understanding ◦ Empowerment - freedom to work flexibly in
response to changing circumstances
Building a team
© Liz Dubber 2010
Belbin
Myers Briggs
Building a team according to personality types
Photo : http://www.flickr.com/photos/10845359@N02/2805027002
© Liz Dubber 2010
Team building tasks and exercises can
Develop team awareness and knowledge Develop communication and understanding
between team members Reveal hidden talents Develop team motivation and commitment Develop team knowledge and skills Generate new ideas and new solutions
Building a team by working together
© Liz Dubber 2010
We all think differently, so we see things differently Successful team work depends on being able to
understand other viewpoints
Close your eyes and imagine the days of the weekWhat colour is each day?Write down the colour of each day
Now compare your results with your neighbour. Do you think similarly or very differently?
Day colours
Photo: http://www.flickr.com/photos/38633611@N00/278221145© Liz Dubber 2010
Work in groups of three (preferably people you don’t usually work with)
Using a flipchart and pens, attempt to draw a map of the South West region of England (without copying it from a diary or other handy resource!), making it as accurate as you can, and showing each library authority and its (approx!) boundaries
Mark on the map◦ The main town in each local authority area◦ Three ranges of hills◦ The courses and names of three rivers◦ Three major shopping centres and 3 major
tourist attractions
Working together and sharing knowledge exercise
© Liz Dubber 2010
Work in groups of four or five Each team member must separately think of
one emotion and write it on a slip of paper without showing the others
Put the folded slips in the centre of the table Take turns to select a slip and show the
emotion in your face without words or actions
The other team members must try and guess the emotion
Keep a note of how many you get right
Face Game
Photo: http://www.flickr.com/photos/40645538@N00/3484925590 © Liz Dubber 2010
Work in groups of four to six, with people you don’t already know
You have 10 minutes to find a way of classifying all your team members evenly, (into two or three pairs, or two threesomes) according to your own chosen criteria
NB. The criteria MUST NOT BE◦ Discriminatory (ie not age, gender, colour, religion,
disability, sexual orientation, etc etc)◦ judgmental◦ negative◦ based on physical appearance, or on educational
background◦ Write up your classification on a flipchart
Classification exercise
© Liz Dubber 2010
Your team could draw pictures of the team before and after team building – use the pictures to discuss common aims and challenges
Create a picture or a model as a metaphor for your team or organisation, and incorporate features that reflect your team/organisation values (best if done competitively with several teams)
Physical activity such as a team walk Fundraising activity such as a sponsored swim or coffee
morning
Involve the team - find out what they will enjoy doing and use what you do to develop their potential
Other team activities
Photo: http://www.flickr.com/photos/72825507@N00/2251294081© Liz Dubber
2010
The more you understand how people react to change, the more you will be able to manage change for your people
Models for understanding how people react to change :◦ Maslow’s hierarchy of needs◦ The psychological contract◦ John Fisher’s transition curve◦ Lewis and Parker’s transition curve
Managing and supporting staff through change
© Liz Dubber 2010
Maslow’s hierarchy of needs
Transcendence
Self-actualisation needs
Aesthetic needs
Cognitive needs
Esteem needs
Social needs
Safety needs
Physiological needs
© Liz Dubber 2010
The Psychological contract
work pay
Employee inputs e.g.
Time Effort Ideas CommitmentLoyaltyLeadership Tolerance Risk
Employer rewards e.g.
Training DevelopmentRecognitionWorkspace EquipmentPromotionStatus and respectPension
External factors – mostly visible to each side
based on a model from Businessballs.com)
External factors mostly invisible to each side
© Liz Dubber 2010
John’s Fisher’s curve Anxiety Happiness Fear Threat Guilt Depression Disillusionment Hostility Denial
Lewis-Parker curve Immobilisation – shock Denial of change Incompetence –
awareness and frustration Acceptance of reality –
letting go Testing – new ways of
dealing with reality Search for new meaning
– seeking to understand Integration –
incorporating meanings within behaviours
Transition curves
© Liz Dubber 2010
Initial shock Recognition Change in progress Integration
Supporting people at each stage of the cycle:
Photo: http://www.flickr.com/photos/11121568@N06/4102645583
© Liz Dubber 2010
Initial stage – shock, immobilisation, disbelief
◦ Give information face to face◦ Give key details in writing◦ Give time for things to sink in◦ Allow people time to think◦ Make yourself available for them to come and talk◦ Share the timetable for change
Supporting people at each stage
© Liz Dubber 2010
Recognition stage – fear and anxiety, confusion, resistance
◦ Listening to people’s concerns and worries◦ Clarifying facts and Dispelling rumours◦ Identifying things that are unknowns ◦ Explaining the realities and the reasons – the
bigger picture◦ Pointing out the advantages◦ Reassuring people about their ability and
potential for coping with change
Supporting people at each stage
© Liz Dubber 2010
Change in progress stage - depression, anxiety for others, denial, hostility, disillusionment, acceptance
◦ Make time to listen and to give support to individuals◦ Ensure everyone knows your door is open for them to talk◦ Emphasise the advantages and positives to the whole team◦ Provide any training that’s needed to help people move to
new roles◦ Put the change in context (the big picture again) for the
whole team◦ Quietly confront denial and hostility with individuals –
respecting opinions while explaining that the team/organisation has to move on
◦ Show a genuine concern for all the individuals in the team◦ Show an equal concern for helping the team to face the
future positively◦ and keep the long term vision in everyone’s mind
Supporting people at each stage
© Liz Dubber 2010
Integration stage –resentment, acceptance, guilt, moving forward ◦ Encourage your team members – they can do it◦ Ensure they have had the training they need◦ Focus on the future tasks and targets◦ Use appropriate team building to motivate and
energise the team◦ If necessary, ask team members to let go and
move on – talking individually to those who appear to find this hard
◦ Once change is established, talk about what the team has learned and try to anticipate future changes (They keep moving the cheese!)
Supporting people at each stage of the change
© Liz Dubber 2010
Mostly people don’t listen, they just take turns to speak!
Types of listening:◦ Passive (ignoring)◦ Pretend (using nods and smiles but not listening)◦ Biased (listening selectively and intentionally dismissing the other
person’s views◦ Misunderstood (unconsciously overlaying your own interpretation)◦ Attentive (manipulating the other person to get the facts you want)◦ Active (gathering information, but for your own purposes)◦ Empathetic (understanding , but still on your own terms)◦ Facilitative (understanding and helping, with their needs
uppermost)
Listening skills
Photo: http://www.flickr.com/photos/9278774@N08/2484539358
© Liz Dubber 2010
Using emotional intelligence tends to improve workplace relationships and outputs
Emotional intelligence is◦ Recognising your own emotional responses, and managing them well◦ Recognising others’ emotional responses, and relating to them well
Research shows that this is helped through◦ Honest and open dialogue◦ That focuses on the facts, not opinions or judgements◦ Offering choices and enabling individuals to set their own goals◦ Linking team or organisational goals to personal values◦ Giving people time to absorb change and its meaning◦ Helping people to develop a personal learning plan for change◦ Breaking large goals into manageable steps, and providing periodic feedback◦ Providing support groups for people going through major change◦ Encouraging people to become more aware of their own emotional
responses
“ Self awareness is the cornerstone of emotional and social competence”
Emotional Intelligence
© Liz Dubber 2010
3.00 – 3.15 Refreshment break
© Liz Dubber 2010
Partners libraries need to work with
Education and learningArts and CulturalHeritageBook tradeMedia Business and commerceCharitable sector and NGOs
At community, local authority, regional and national levels
Collaborative working in changing times
http://www.flickr.com/photos/37514440@N02/4938211707
© Liz Dubber 2010
Different cultures and languages Different goals Different priorities Different values? Power relations? Communications Anything else?
What are the challenges?
Photo: http://www.flickr.com/photos/18964208@N00/2243605194
© Liz Dubber 2010
Communicate from the start - don’t make any assumptions Clarify your aims before entering the partnership Share your key aims with your partner! Try to avoid hidden
agendas Be prepared to invest time Get to know your partner’s language, values and priorities Get to understand what they want the partnership to achieve Be clear about what resources you are offering the partnership
and explain this to your partners Be clear yourself about the benefits you expect, and by when Ensure your managers support your intentions Review progress periodically and share the results with your
partners Ask your partners to help you improve the results if necessary
Solutions?
© Liz Dubber 2010
Please reflect on the day and its messages◦ Identify one thing you will do as a result of today
and◦ Identify one thing you will remember from today’s
discussions
And please complete an evaluation sheet
Conclusion
© Liz Dubber 2010
Thank you for taking part today
Please feel free to contact [email protected]
Thank you
© Liz Dubber 2010
