4. Why?
• People don’t like change!
• Change vs. Transition (William Bridges, 1991)
– Change – Physical: new situation or process
– Transition – psychological process of adapting to
that change
Trying swapping your wristwatch to the
other hand.
The “Change” is successful when it is on
the other wrist and you can tell the time.
BUT… how does it feel? This is the
“Transition”
Developing People to Change
5. Managing Transitions
1.Losses 2.Neutral Zone 3.Beginnings
Recognise Individual Energy taken up with Determined at an
losses “coping” Individual level
Kudos Revise targets 4 P’s
Security Communicate Purpose
Routine Listen Picture
Relationships Watch Plan
Physical location Support Part
Autonomy Creative – old rules
don’t apply
Developing People to Change
6. Taking the Leap –
Embedding an Improvement Culture
• Ops Managers / Supervisors / Team leaders operating at
the right level
• Significant reduction in complaints and grievances to
senior managers (3-4 a week down to 0)
• Improved working relationships between departments
• Tangible improvements in quality and on-time delivery
• Supervisors conducting site tours and audit visits
• Ongoing improvements based on employee ideas and
actions
Developing People to Change
7. A.C.E Model
• Responding to customer needs?
Adaptable Flexible skill base?
• Confident Identify problems?
Believe in success?
• Engaged Share ideas & concerns?
Develop improvements further?
Developing People to Change
9. Thank you for your time.
Developing People to Change Organisations
Editor's Notes
Good afternoon, thank you for your time today. For those of you who don’t know me, I am Sam Paterson and I help organisations to achieve growth and effective change through their people. Today’s presentation will explore how to get the best from your people.
Is this what it feels like to do business improvement projects (or any changes) in your organisation? The size of the boulder may change, but what happens when project ends? Do things slide back, a bit, a lot, or back to exactly the same as where you started?
So by managing the transitions we can help changes stick by helping people to really adapt to the new situation. There are 3 stages to effectively managing individual transitions: 1.Identify and recognise losses to the individual – We don’t usually take into account the negatives aspect of changes and these losses may not be obvious, or even logical. But by considering them we have an opportunity to redress the balance in the new situation. 2. The neutral zone, the old rules no longer apply and individual’s energy is often taken up with “coping” rather than being fully focussed on the task at hand. This is a necessary readjustment where confidence grows with success. New ideas may come out of this phase as individuals try new things 3. Beginnings – this is the acceptance of the new situation and will be subject to individual timings. This is where you want everyone to get to so to support this use the 4 P’s Purpose – are you clear on why you are doing the change and do your team FULLY understand Picture – Add detail to what the end situation will look and feel like – this makes it easier for people to picture themselves in the new situation Plan – What is your plan and do your team understand it and think its workable? Part – does everyone have a part in this? Think about employees and departments on the edge of the change too.
These are some of the Benefits enjoyed by a manufacturing company based in Co. Durham.
