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Leading Change Workshop

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A session delivered as part of the Sheffield NHS Finance Management Team Management Development Programme October 2013

A session delivered as part of the Sheffield NHS Finance Management Team Management Development Programme October 2013

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Transcript

  • 1. Leading Change 7th October 2013
  • 2. What is change management? Change management is a structured approach to transitioning individuals, teams and organisations from a current state to a desired future state
  • 3. Change quotes…
  • 4. Why change? No change is without a purpose Environment- internal or external factors • Systems • Processes • Culture • Things could be better • Mergers • Acquisitions • Continuous Improvement • Take Over • Competition • Innovation • Upgrades • New Strategy • Outsourcing • Economy • New Technology • Restructuring
  • 5. "If you are doing business today the same way as you did business yesterday, the chances are that you won’t be doing business tomorrow" Peter F Drucker
  • 6. The pace of change Nobody can go back and start a new beginning but anyone can start today and make a new ending
  • 7. A changing perspective
  • 8. A changing perspective
  • 9. Change process Based on Kurt Lewin’s model Undesired situation Desired situation Chaos Unpredictability No control Confusion Loss-Attachment Fear Shock Anger
  • 10. Who do you know that really looks forward to change?
  • 11. Universal facts about change The chains of habit are too weak to be felt until they are too strong to be broken’. Samuel Johnson
  • 12. Universal facts about change • Different people react differently to change • Change often involves a loss and people go through a loss curve • Success or failure of change depends on co- operation of people implementing the change
  • 13. Universal facts about change • They key question everyone has on their mind about change is….? • A small number of people and groups are almost always pivotal to a smooth and effective change process • Your leadership is the absolute key to its success or not • Effective communication and support are vital
  • 14. Bargaining Shock Denial Anger Stability Depression Testing/Acceptance/ letting go Reluctant Acceptance/Under standing Present Reality Transition Phase Preferred Future Don’t see the reasons why Can’t be happening, no need, it’ll run out of steam, it’ll go away Start outing emotions, frustrated, hurt, blame. Try to defer it, attempt to moderate the change They don’t care, why should I? Withdrawn from job, lack of engagement, quiet, introverted, full scale of change has sunk in Test our understanding of how it relates to us, put out feelers, maybe I can cope! Ok This is where I’m at and what I’m doing now People’s reaction to change - 8 step process. Information/Communication Emotional Support Guidance/Direction
  • 15. Bargaining Shock Denial Anger Stability Depression Testing/Acceptance/ letting go Reluctant Acceptance/Un derstanding Present Reality Transition Phase Preferred Future Don’t see the reasons why Can’t be happening, No need, it’ll run out of steam, it’ll go away Start outing emotions, frustrated, hurt, blame. Try to defer it, attempt to moderate the change Withdrawn from job, lack of engagement, quiet, introvert ed, full scale of change has sunk in Test our understanding of how it relates to us, put out feelers, maybe I can cope! Ok This is where I’m at and what I’m doing now Don’t compromise, stand firm! Let them express their feelings, listen, be empathetic, explain, communicate, com municate, communicate! Expect the shock! Explain and sell the benefits. •Communicate! •Communicate! •Communicate! Accept people will be withdrawn and not contribute very much. Give them space to go through this period. Give them time and let them know what they mean to you, reinforce their value, train, coach, be there for them. If led positively you can build on this and lead them into the future. People’s reaction to change - 8 step process.
  • 16. Questions we must ask before change • What do we need to achieve? • Why? How? When? • Who will be affected? • How will they react? • How do we support them? • Have we the resources to manage the change?
  • 17. Questions we must ask before change • How do we communicate the change and get buy in? • How do we deal with resistance? • What part of the change do we need help with? • How do we know what success is and how will we measure it? • After the change, what next?
  • 18. How do we introduce change? 1 • Build trust- be open and honest 2 • Build a compelling, logical case for organisational change 3 • Match actions and words 4 • Involve the people affected 5 • Communicate a sense of confidence 6 • Repeat you main messages
  • 19. Factors for failure • Lack of pro-active leadership or strategy • Lack of consistent leadership • Poor communication • Intensive or brash approach • Lack of recognition and reward • Apathy
  • 20. Factors for failure • Staff kept in the dark • Lack of time, capacity, budget • Short term approach- stressed out out staff • Lack of staff buy-in • Lack of initiative to do something different These factors then lead to the ‘tread- mill effect’, setting up a vicious circle
  • 21. 8 steps to effective change
  • 22. 8 steps to effective change
  • 23. Communicate for change! • Communicate only what you know to be true (don’t speculate) • Be sure senior management approves what you are communicating • Communicate what you know as soon as you know. • Communicate from their perspective- put yourself in their shoes
  • 24. Communicate for change! • Communicate using multiple mediums ( 1-1, small groups, large groups, written, focus groups, discussions etc.) • Be prepared to answer questions. • Really listen. • The more resistance, the more you need to communicate.
  • 25. Pre-requisites for change
  • 26. Absolute don'ts of change management Don’t just think that change will happen automatically- it needs work Do not do a management high up selling alone. You need to sell change to all your staff and stakeholders Don’t try and do it on your own, you need supporters! Don’t ignore rationale concerns, address them and find solutions Don’t start any change management without a business case and a plan Don’t ignore communication and support. You need both for change to stick.
  • 27. Change management summary Change is difficult because of emotions People will react differently but typically follow the same pattern
  • 28. Change management summary Accept that fear , denial, anger, resist ance is normal Good information and communication is essential. People are good at dealing with change if they know what is changing
  • 29. Change management summary Focus on removing fear, most other behaviours seem to stem from this Carefully look for the opportunities, they will be there
  • 30. Leading Change 7th October2013