Thinking your way through Change

Transcription

1 Welcome to... Thinking your way through Change Hugh Russell Strategies for Guiding and Motivating yourself & others during Turbulent Times

2 Today s s Agenda... Why We re Here... Today s s Learning Goals and Objectives Personal responses to change: our thinking preferences Experiencing Personal Change A Model for Understanding the Human Responses to Change Actions for Introducing/Leading Change in a Whole Brained way Understanding Change Resistance

3 In Your Small Group... Exploring your goals and questions: First Select a group leader. 2. Meet and greet. Then Share your personal objectives. 2. Develop two or three questions that your group would like to have answered by the end of this workshop.

4 What is the most important issue for organisations? Rank order from 1-4: 1 is most important, 4 is least important Providing value for money Delivering quality & operational excellence Delivering customer satisfaction & employee growth / development Being creative & innovative in approach

5 Whole brain Model Cerebral Cerebral thinking thinking A Logical Holistic D Analytical Intuitive Fact based Integrating Left mode Quantitative Organised Synthesizing Interpersonal Right mode Sequential Feelings based Planned Kinaesthetic Detailed Emotional B Limbic thinking C

6 OUR FOUR D I F F E R E N T SELVES A Analyses Quantifies Is Logical Is Critical Is Realistic Likes Numbers Knows about Money Knows how Things Work Likes Preventative Action Establishes Procedures Gets Things Done Is Reliable Organises Is Neat Timely Plans B Infers Imagines Speculates Takes Risks Is Impetuous Breaks Rules Likes Surprises Is Curious / Plays Is Sensitive to others Likes to Teach Touches a Lot Is Supportive Is Expressive Is Emotional Talks a Lot Feels D C

7 CAN APPEAR Rigid Cold and Calculating Ruthless Limited by need for proof/explanation Short-term Unfocused Lazy Impulsive/rash Oblivious of deadlines to Guess Nit-picking Bossy Stuck in a rut Boring Over-sensitive Un-businesslike Lacking discipline Emotional

8 Experiencing Personal Change 1. Before you knew the change was coming or needed In the earliest days of the change... when you are beginning to feel the effects of the change After the change is half-way complete After the change is complete... when you re looking back on the path you ve followed...

9 In Your Small Group Discuss common reactions, thoughts, and feelings for each of the four journal entries.

10 The Journey Through Change Stability Comfort and Control Learning, Acceptance, and Commitment Looking Back Looking Forward Fear, Anger, and Resistance Inquiry, Experimentation, and Discovery Chaos

11 Leader Actions... Stability Looking Back Comfort and Control Fear, Anger, and Resistance Create a Felt Need for Change 1 Leader Actions Introduce the Change 2 4 Stabilize and Sustain the Change Revise and Finalize the Change Plan 3 Learning, Acceptance, and Commitment Looking Forward Inquiry, Experimentation, and Discovery Chaos

12 In Your Small Group... What specific actions can we take to introduce, lead, and sustain a specific change in our organization? Identify actions that help you a. Initiate or introduce the change. b. Respond to the emotional needs of people at the respective stage. c. Meet the noted key challenge.

13 Planning: Create a Felt Need Identify what needs to change. Identify why it must change identify the problem that needs to be solved. Immerse them in the data from the customer, from other stakeholders, and from the organization s s performance successes and failures. Identify the consequences for the organization of not solving the problem or not responding to the challenge. Get their attention give people a reason to move out of comfort and complacency.

14 Initiation: Introduce the Change Ask people to solve the problem. problem. Offer your own possible solutions and strategies. Work with others to co-create create a shared change vision. Guide people in exploring the positive outcomes. Listen to people s s objections, concerns, fears, and perceived losses. Acknowledge their fears and perceived losses. Integrate their concerns about and ideas for improving change.

15 Implement: Revise and Finalize the Change Help people look forward define the future of the change on their terms and those of the organization Continue to identify obstacles to change acceptance that must be overcome explore the hidden opportunities. Encourage people to find creative answers to their questions about the change. Adjust the change vision, strategy, and plan in response to the ideas and answers offered by stakeholders.

16 Complete: Stabilize and Sustain the Change Develop action steps for stabilizing, reinforcing, and sustaining the change: Provide skill and knowledge training Revise documentation Develop new reward systems Recognize and celebrate accomplishments Develop performance measures to evaluate the results from the change. Challenge people to be open to new challenges, forces, and pressures for the next change.

17 Problem or outcome focussed? Outcome orientation consistently thinking in outcomes and having a purpose. This change approach is future focussed. Problem thinking Here the focus is on what is wrong, questions focus on past or present. What s s wrong? When did it start? Whose fault is it?. This approach makes you feel worse/less resourceful.

18 Questions you might ask If you stepped into each colour quadrant what questions might emanate from that quadrant?

19 Questions: Strategic concerns Why is this change important? Why do we need to change? Have we identified our vision? Have we explored what if enough? Have we suspended judgement to grow& nurture ideas? Have we a clear intended outcome? Why do we need to challenge established norms & policies?

20 Questions: Finance & performance concerns What will it cost? Is it VFM? What are the facts and figures? What information does our PESTLe analysis show? What is the evidence? What information do we need? What information is missing? What does our analysis tell us? Is our information valid & reliable? What should we measure? What performance measures do we need to sustain the change?

21 Questions: Human Resource concerns Who are the stakeholders & how are they affected? Do we know their feelings? Who has interpersonal difficulties with the issues? What are the interpersonal difficulties? Who do we need to be empathic with? Do we intuitively understand the problem & how others feel? Have we identified how our emotions impact upon the problem? Who do we need to engender enthusiasm with? Who do we need to persuade, teach, conciliate with? Have we considered values and other human issues? How will we manage emotional resistance?

22 Questions:Operational & control concerns How will we monitor our progress & revise our plan? How can we keep our approach practical? How do we provide stable management and supervision during the change? How do we ensure things get done? How do we develop detailed plans and procedures? How can we ensure our recommendations are implemented? How do we articulate the plan in an orderly & sequential way?

23 Business concerns A Quadrant: Finance & Performance concerns B Quadrant: Operational & Control concerns C Quadrant: Human Resource concerns D Quadrant: Strategic concerns

24 BUSINESS CONCERNS Financial & Performance concerns Efficiency Financials Technology Past trends Performance Measurements Goals - Objectives Methods - Regulations Quality - Perfection Risk reduction Resources Operational & Control Control concerns Timing Policy Competition Environment Future demands Creativity & change Innovation Vision-Purpose Long term strategy Training - Development Teams - Relationships Community Relations Customer Relations Communications Culture - Values Recognition Strategic concerns Human Resource concerns

25 Organisational change strategy Have we identified & addressed the blue issues? Have we identified & addressed the yellow issues? Have we identified & addressed the red issues? Have we identified & addressed the green issues?

26 Decision-Making Walk Around A Key question. Does my proposed decision stand up to a rational analysis of the facts? Key question. Is my proposal in alignment with my vision of the future? D Bottom line Big picture Key question Key question Does my decision leave me with enough control? Does my decision affect people in ways consistent with my values? B Control Interpersonal C

27 A D Identify your learnings Reflect on the past, think of your past mistakes. Identify your process goals for the journey Envision the future, see yourself in realistic detail having what you want. Identify your outcome goal. Be adventuresome in your approach. Plan your steps but keep it simple and flexible, do not overcomplicate matters. Use your brain to deal with personal change issues Recognise your fearful beliefs, you are rewarded when you go past your fear most are irrational. Challenge your beliefs. B Monitor your change, keep adapting your plan. Commit resources to your plan. The quicker you let go of old habits the sooner you can enjoy new ones. Manage impulse/emotion C

28 Topic: Using Whole Brained Thinking Think about using Whole Brain Thinking to help you manage change for 1 minute & any questions you want to ask about it. In pairs: A interviews B then switch roles Pairs form group of 4 Round robin: each participant shares with team what he/she learned in the interview.

29 Russell Associates Circular Continuum CEREBRAL MODE Logical Analyser Mathematical Technical Problem Solver A D Imaginative Synthesiser Artistic Holistic Conceptualiser LEFT MODE RIGHT MODE Controlled Conservative Planner Organisational Administrative B LIMBIC MODE info@hbdiscoring.com tel: +44 (0) C Interpersonal Emotional Musical Spiritual Talker C i r c u l a r c D

30 The art of progress is to preserve change amid order and preserve order amid change. Alfred North Whitehead British mathematician and philosopher ( ) 1947)

31 The Origins of Resistance Some people fear loss. 2. Some people mistrust those who lead. 3. Some people disagree on the change. 4. Some people don t t tolerate change well.

32 We Value Resisters Because... They clarify the problem. They identify other problems that need to be solved first. They force change leaders to think before they implement the change. Their tough questions can strengthen and improve the change. They let us know who opposes the change. They slow down the change. They may be right, it is a dumb idea!

33 Human Nature... People want to maintain control over their lives. People develop self-confidence and psychological health by building stable and effective relationships with others. Our sense of control, comfort, and well-being results from the degree of certainty we have about our life and our future. Change disrupts our ability to predict what s s in store for us. The more a change disrupts our ability to envision our future, the greater our confusion, fear, anxiety, and self-doubt.

34 The Crisis of Change... Danger! Hidden Opportunity