• Save
Managing people thru change kclsu 2013_as_delivered
Upcoming SlideShare
Loading in...5
×
 

Managing people thru change kclsu 2013_as_delivered

on

  • 260 views

 

Statistics

Views

Total Views
260
Views on SlideShare
260
Embed Views
0

Actions

Likes
0
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Who affected? What support? How consult? Trust in place?
  • Who remembers Gestetners?
  • The technological revolution we are entering, represents the fastest change humankind has ever faced.
  •   Flickr – hands up if you remember Brownies Camera’s. Google searches – Can you remember going to the library !. Facebook – I’ve only got 3 friends! You Tube – 3 channels, the ‘other side’ story.       350 million facebook accounts – if it were a country it would be the third largest, behind china and India.   In the u.k. 23 million active facebook users. 1 in 3. Highest per head usage – Sunderla nd. Face book capital of the U.K!   More than half log on daily – on average for an hour every time.
  • And that’s not all. We have 9 billion people by 2050, global warming, every government in the world is bankrupt,and the oil is running out. Add to that the advances in Genetic engineering, nanotechnology, cybernetics, urbanisation, environmental degradation and we sit on the cusp of the greatest changes civilisation has ever seen.
  • We are evolving technologically and socially, but not biologically. NOTHING IS SUPPOSED TO HAPPEN IN OUR LIFETIMES
  • Change management is not a paper driven exercise
  • It’s a people focused endeavour
  • Sometimes, it’s not the process, it’s just the people! - Einstein didn’t like quantum Mechanics. Darwin sat on his theories for 15 years. IBM – Laptops. . Ford – no frills (versus Adsell) Cook – ‘yes I’ve learned from my mistakes’
  • E.I. emotional Intellignece
  • Re Empathy – I like this quote
  • Adapted from Daniel Goleman ‘ Emotional intelligence’ 1995. Ask ‘Where are your strengths? Where are your development areas?’
  • People focus on change to the detriment of the other parts in the process
  • Key is Define need versus Explore Need
  • Is there a ‘Relate Way’ of doing things. Unfreezing attacks this. Typical unfreezing stimuli include an organisational health check, a full and frank discussion on an away day or an external evaluation.
  • This fluid period of transition is often one of confusion and unhappiness. People are aware that the old ways are being dumped but do not have a clear picture of what will replace them. Don’t brush unhappiness under the carpet. Acknowledge it. It’s normal!
  • Who get’s upset? Restaurants/Banks/Horse breeders/Postman Pat
  • This is the bit we often forget. So be vigilant - people will return to their old ways be consistent - everyone must be equally responsible for doing things in the new way. persevere - sometimes it will feel like a losing battle - but take heart - it was ever thus! offer support - give people the encouragement, training and resources they need to make the change stick.
  • You can also plan ‘how it will be received’. Everett Rodgers, Prof of Sociology at Ohio State University – came up with the “Diffusion of Innovations’ theory in 1962. This has since been applied to changes in family hygience, drink driving, cancer prevention, business innovations and new technologies.
  • Who do you have in each group? You need a different strategy for each!
  • Think about how to get these for the Early Majority – bridge ‘the chasm’
  • What happens if you increase client need? You get a concurrent increase in workload. Pressure (less funding, higher targets) – then increase in low morale. So what must you do?
  • To succeed you must remove ‘restraining forces’ = Unfreezing mindsets, attitudes and behaviours designed to keep people in their comfort zones. Page 16. (page 6 in short workbook) Do it!
  • "Yamaha wo tsubusu!", which translates to English as "We will crush, squash, and slaughter Yamaha!" This was Honda's mission statement and war cry during the so-called H-Y War. In 1981, Yamaha started the H-Y War by opening a new factory that would make it the world's largest motorcycle manufacturer, ousting Honda from the prestigious position. Honda quickly retaliated in an all-out war using price, distribution channels, advertising and most importantly, variety to appease customers' needs and tastes. Honda introduced 81 new models in eighteen months. Yamaha introduced 34. Honda discontinued 32 models. Yamaha discontinued 3. Motorcycle consumers increasingly saw fresh Hondas compared to old Yamahas.The beaten Yamaha president conceded, "We want to end the H-Y War. It is our fault. Of course there will be competition in the future but it will be based on a mutual recognition of our respective positions." Ouch!  
  • Work on your vision and then communicate it to your group!
  • Now think about how it will be received. Everett Rodgers, Prof of Sociology at Ohio State University – came up with the “Diffusion of Innovations’ theory in 1962. This has since been applied to changes in family hygience, drink driving, cancer prevention, business innovations and new technologies.

Managing people thru change kclsu 2013_as_delivered Managing people thru change kclsu 2013_as_delivered Presentation Transcript

  • www.mba-consulting.co.uk
  • Managing People ThroughChange
  • Understand why changesometimes failsMark’s Outcomes12 Develop ways to reduceresistance to change andgain buy-in3 Identify tools for leadingchange
  • Some coreprinciples
  • 1. Changeis natural
  • “Change is the onlyconstant.”Heraclitus, Greek philosopher
  • From this…to this
  • From this … to this!!
  • From this …… to this!!!
  • And stranger than fiction …Even from this …. To this !!!
  • 2: Change is accelerating
  • This is faster …
  • Moore’s Law2009 2010 2011Facebook 250M 350M 800MGoogle 200M 1 Billion 2 BillionYou Tube 500M 1 Billion 2 Billion
  • Key challenges of the 21stCentury
  • 3. No one likes it• Stress leads to staff churn• You become reactiveand lose control• Skill sets andexperience maybecome redundant
  • We’re not equipped!Version 1.0 Version 1.1Version 2.0Version 2.1Version 3.0Version 4.1Version 4.0
  • The easy bit …
  • The hard bit …
  • People are not resistingchange out of sheerawkwardness or lack ofvision …
  • It’s because they’re human …
  • Some famous change resisters• Einstein• Darwin• IBM• Henry Ford• Peter Cook
  • Your E.I.needs to be atits best.
  • Pat Summitt, US Basketball Coach“People don’t carehow much you knowuntil they know howmuch you care”
  • Self Awareness
  • The Bus To Town
  • Kurt Lewin
  • Unfreeze -Change -Refreeze -model
  • Prepare Change Consolidate
  • Prepare Change Consolidate
  • The Change Equation: Melting The IceClear andpositive vision ofthe futureAn organisation is ready for change when:A + B + C > DDissatisfaction withcurrent situationKnowledge of first fewstepsEconomic andpsychological cost ofchangeAdapted from Beckhard and Harris
  • Payoff of early involvement(University of Massachusetts)TimeProductivityDefine AnnounceImplementAccommodateExplore AnnounceAccommodateImplement
  • How to unfreeze?• Inform (pros and cons)• Consult (ask don’t tell)• Not lip service (act on what they tell you)
  • •Transition•Confusion•Unhappiness•Aware of change•Unclear aboutfuture
  • You’re not trying to keepeveryone happy!• Richard and Mac McDonald invented fastfood• Cyrus McCormick – installment paymentsfor farm machinery• Henry Ford – cheap motor cars• Ray Tomlinson - email
  • How to refreeze• be vigilant• be consistent• persevere• offer support
  • The Diffusion of Innovations
  • Innovators Those who will leap with enthusiasm at your proposals.They will strongly support it and will expect others to beactive in pursuing them.Early Adopters These are people who will be rapidly persuaded,especially by early success. They are likely to want toadapt your proposals to their own circumstances.Early Majority These are those who will want to see tangible outcomesto your proposals – they will not be convinced merely bythe idea or principle.Late Majority Those who will follow the lead of a powerful person ifthey show signs of agreement and support for yourideas. The commitment is centred on politicalcalculation.Resistors(Laggards)These people will need considerable evidence – themore vivid and directly observable the better – beforethey can be mobilised away from present methods andpreferences. As a group, this category may be relativelyrisk adverse.
  • uy – InarriersenefitsBBB
  • The pattern observed in 3,500 successfulinnovationsHow to influence each group?5 Change the rules!4 Prove it3 Show them a working example2 Talk about it1 No needTimeUptakeofnewideaEverett Rogers 19831. Innovators2. Early adopters3. Early majority4. Late majority5. ’Laggards’Securing Individual & Group Level ChangeSecuring Individual & Group Level Change25% usuallyensure adoptionof an innovation!
  • Key questions …• Who do you have in each group?• What’s your strategy for each?• What support will they need?• How will this be delivered?• Who needs to be consulted first?
  • CompetitionFundingstreamsClient needNew broomCrisisNew targetsPeople’sinsecuritiesIncreasedworkloadChallenge tostatusApathyLack ofknowledgeLow morale
  • Increasing in driving = increase inresisting forces. Equilibrium doesnot change but is maintainedunder increased tension.
  • Creating an inspiring vision
  • YamahaWoTsubusu!
  • "We willcrush,squash,andslaughterYamaha"
  • It is 5 years time …
  • • What will theteam/department/organisation looklike?• What opportunities will it haveembraced?• What challenges overcome?• How will client’s be better served?• How will staff be better off?
  • Some key points …• Worry if there is no resistance• Don’t undermanage (‘It’ll work itself out’)• Don’t over manage (‘Resistance is futile.You will be assimilated’)
  • Ken Blanchard’s 7Dynamics ofChange
  • People will feelawkward, ill atease and selfconscious
  • People are atdifferent levels ofreadiness for change
  • The Diffusion of Innovations
  • People canhandle only somuch change
  • People initiallyfocus on whatthey have togive up
  • People will feelalone even ifeveryone elseis goingthrough thesame change
  • People will beconcernedthat they donot haveenoughresources
  • If you take thepressure off,people will revertto their oldbehaviour
  • ‘All that matters isdelivery, delivery,delivery’Demosthenes384-322 BC
  • Two Ways to Influence?VerbalNon-verbal
  • 3 Ways to Connectwhat you sayhow you say itwhat you look like when yousay it
  • The Merhabian CircleWordsToneBody Language55%38%7%
  • Important researchers intocommunication• Charles Darwin• Albert Mehrabian• R L Birdwhistell
  • Anthropologist Ray Birdwhistell• We use almost 1,000,000 non verbalsignals and cues• The average person speaks for 10minutes a day• The average sentence lasts 2.5 seconds• We use and recognise 250,000 facialexpressions
  • Hysteria Idiocy InnocenceShockObstinacyAnger LoveInterestSadnessReliefDisdainSurprise Mischief SurpriseHappiness
  • Using BodyLanguageACTIVEPASSIVE
  • “No, honestly – Ifind your proposalfascinating”
  • Nixon v Kennedy 1960
  • UCLA,home ofProfessorMehrabian
  • How does this help you influence?
  • m b aWhat’s going on …?
  • Using your palm to influence others…… The Geordie WayThe Geordie Way
  • Submissive and AggressivePalm Gestures
  • Taking ControlGiving Control
  • m b a