Managing the waves of change

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Julie Hogbin's presentation at Raising the Bar Conference II

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Managing the waves of change

  1. 1. © LEVELheaded Welcome to Leading others through change Raising the Bar 11 from Julie Hogbin of ‘ The Magic Rope’
  2. 2. <ul><li>Denial </li></ul><ul><li>Defence </li></ul><ul><li>Discarding </li></ul><ul><li>Adaptation </li></ul><ul><li>Internalisation </li></ul>© LEVELheaded The Five Stages of Change
  3. 3. <ul><li>Innovator </li></ul><ul><li>Early Adopter </li></ul><ul><li>Early Majority </li></ul><ul><li>Late Majority </li></ul><ul><li>Change Resister </li></ul>© LEVELheaded Timing of Personal Change
  4. 4. <ul><li>Change has a lot to do with feelings </li></ul><ul><li>People need to see clear benefits before moving </li></ul><ul><li>Most of us prefer to stay where we are (even when the going gets tough) </li></ul><ul><li>Change does not benefit everyone </li></ul><ul><li>Feel better if you have power in determining your future </li></ul><ul><li>Different people respond differently </li></ul>© LEVELheaded Findings
  5. 5. © LEVELheaded
  6. 6. © LEVELheaded Welcome to Leading others through change Raising the Bar 11 from Julie Hogbin of Managing the Waves of Change
  7. 7. © LEVELheaded Stewardship <ul><li>What is beneficial over the long term </li></ul><ul><li>7 generational thinking </li></ul><ul><li>Doing what is ‘right’ </li></ul><ul><li>Not what ‘appears’ to be easiest </li></ul><ul><li>Not for a quick win </li></ul><ul><li>Not for a popular ‘vote’ </li></ul>
  8. 8. <ul><li>It is understandable by every person affected </li></ul><ul><li>It can be explained in less than three minutes </li></ul><ul><li>It gets a reaction that signifies both understanding and interest </li></ul><ul><li>It is distinctive from, and compliments, your organisational vision </li></ul>© LEVELheaded The Vision Statement
  9. 9. Denial Defence Discarding Adaptation Internalisation © LEVELheaded The Five Stages of Change Performance Self esteem
  10. 10. <ul><li>At which point would you introduce new policies and procedures in the process? </li></ul><ul><li>When would you provide support for staff to air their grievances? </li></ul><ul><li>When would you arrange some form of team or group celebration? </li></ul><ul><li>When would you encourage team members to try new ideas? </li></ul><ul><li>When would you allow people to influence the proposed change? </li></ul>© LEVELheaded Questions
  11. 11. <ul><li>Intelligible information </li></ul><ul><li>Opportunity to develop new skills </li></ul><ul><li>Encouragement to try out:- </li></ul><ul><ul><ul><li>New systems </li></ul></ul></ul><ul><ul><ul><li>New processes </li></ul></ul></ul><ul><ul><ul><li>New procedures </li></ul></ul></ul><ul><li>Empathy and understanding from management </li></ul>© LEVELheaded Rebuilding Self Esteem
  12. 12. © LEVELheaded When People Change 3% 13% 24% 44% 16%   Innovators Late Majority Change Resistors Early Majority Early Adopters
  13. 13. <ul><li>What is the culture of your organisation? </li></ul><ul><li>What are the norms & values? </li></ul><ul><li>Where are the power networks? </li></ul><ul><li>What communication methods are in use? </li></ul>© LEVELheaded What is Your Submerged Iceberg?
  14. 14. ‘ Be the change you want to see in the world’ Ghandi © LEVELheaded
  15. 15. © LEVELheaded
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