Gpha presenation use


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  • Start off with standing – hands on hips – turn around as “MUCH” as you can – find an focal point – then face front. Same thing only see if you could find a focal spot a little further. TODAY IS ABOUT GOING A LITTLE FURTER – go beyond where you are comfortable…
  • Change management competency is similar to change management, but there are several key distinctions.First, change management is the use of specific activities (like communication, coaching, sponsorship and training) to manage the people-side of change in order to realize successful outcomes of a business change. Change management competency is not a specific activity; it is an organization’s ability to react to and manage change over and over again. Change management competency is an organization-wide capability to apply change management practices successfully and routinely.Second, while change management can be taught and learned, change management competency requires a fundamental shift in culture and values. It must become part of day-to-day operations and cannot be simply demonstrated in training or instructional material.Third, change management competency must penetrate every facet and level of the organization. Change management competency must be evident in all levels - especially sponsors, managers and front-line employees. Too often, these parts of the organization lack the fundamental understanding and skills needed to be advocates for change. While project teams or centers of excellence can become skilled in change management, the entire organization must undergo a shift in the way it approaches business as usual to build change competency. 
  • We are in the Knowledge Age and at the end of the Industrial age. Knowledge Age workers need to be able to locate, assess and represent new information quickly. They need to be adaptable, creative, innovative and be able to understand the big picture level. They need to think and learn for themselves. KNOWLEDGE AND IDEAS ARE THE MAIN SOURCE OF GROWTH more so than tangible resources. Knowledge is no longer seen as stuff you get and then have but a flow something that does things
  • In the ensuing years, it was noticed that this emotional cycle was not exclusive just to the terminally ill, but also other people who were affected by bad news, such as losing their jobs or otherwise being negatively affected by change. The important factor is not that the change is good or bad, but that they perceive it as a significantly negative event.The Extended Grief CycleThe Extended Grief Cycle can be shown as in the chart below, indicating the roller-coaster ride of activity and passivity as the person wriggles and turns in their desperate efforts to avoid the change. 
  • 1.People want INFORMATION. What is the change?? “Who are we” and “what is in it for me?”When strategy is not clear, people don’t know how they should make certain types of decisions. AS A LEADER YOU MUST HELP EMPLOYEES UNDERSTAND THE CONNECTION BETWEEN THEIR PERSONAL CONTRIBUTIONS AND THE OGRANIZATION’S ABILITY TO SUCCEED. “Mourning sessions” – AT&T breaking up - When a manager demonstrates that he/she understands what people are going to be losing, it helps people let go. “Just forget it “ brings up emotions. Acceptance means it just happened, not that you have to like it or forget it. People need to know where they stand, they need to know how they can be appropriately involvled. They need to know what specifically they can do to help – they want ownership – THIS IS EMPOWERING – THIS IS ENGAGINGLearning – Why should I care? What should I do? Why should I do that? COMMUNICATIONWHO DOES WHAT??? What will this come down to in practice?? – HEALTH DEPARTMENTSOrganizational Change Management:Communication – What is in it for me?Learning – Why should I care? What should I do? How do I do that?Organization – Who does what?Performance – What will this come down to in practice?EXERCISE: Point to self – Where do you point? WE ARE CREATURES OF FEELINGMORE THAN WE ARE CREATURES OF THOUGH. WE REACT WITH OUR EMOTIONS. What are the emotions involved in CHANGE??
  • Transitions make change the most difficult. Emotions of people. USS BENTLEY – Captain AbrashoffIts Your ShipScraping the boat – idea about how to prevent that.What do you like about PH?What do you dislike about PH?Is there a better way?
  • Dr. Rene Laennec 1816 – French Physician. “stout” woman – rolled paper to hear the heart. Died of TB at a young age…Using four straight lines, without lifting your pencil from the “paper” draw a line through all nine dots.Universal phenomenon of the human mind – the necessity to sort data in order to perceive itYour brain will instantly see this as a two dimensional square. But that will limit you as there is no solution within the square.This to me is where we are in PH. We need to go further than we have been, putting the stethoscope on ourselves and diagnose the problem then go outside the box for results. Change is inevitable, but with our current two dimensional thinking, we cannot solve our problem. Behavioral science studies reveal that 42% of North Americans prefer work that is steady, little change, predicable and consistent. This style shies away from risks and seeks guarantees. Organizations are vested in keeping the status quo – you may feel some resistance to changing the status quo – we have people who have 1 year of experience repeated 15x vs. 15 years of experience. HOW DO WE BECOME RELEVANT? HOW DO WE STAY CURRENT?
  • George McClellan came from a wealthy family. Entered West Point at 16 and was 2nd in his graduating class. Distinguished himself in the Mexican War. Wrote a book of Napoleonic Warfare (The Armies of Europe). Had all the qualities of a great leader. Lincoln called him to command the armies of the Potomac (July 1861). Was known for his discipline of troops and his confidence. However, he was overly cautious in everything he did. He could never find the right time to advance against the enemy. He had a large army but repeatedly ask for more men. Lincoln denied the requests. He was unwilling to take risk and pursue the capture of the opposing forces. Lincoln finally replaced him.The second general, grew up in Ohio and was the son of a tanner. He loved horses but was unremarkable in school. He went to West Point but graduated in the bottom half of the class. He too served in the Mexican War. When he could not support his family later on, he entered the rejoined the Army. He had several defeats in his early battles and each one challenged him to rethink his position and find an alternative way to achieve success. He was stubbornly tenacious and courageous, this won him success on the battlefield, which caused Lincoln to say “I can’t spare that man, he fights” – of course the rest is history. Risk taking and Failure prepare a leader to walk down the path to exceptional performance and results because it equips the leader with experience and insights.
  • People want you to care about them as individuals.Emotional Intelligence!! CREATE CHANGE!!Guide and advise others throughout the organization rather than just direct reports.
  • Need to internally motivate employees not externally motivate them
  • Trust ExerciseMistrust = fear Partner makes a fist = B tries to open it – DID YOU JUST ASK???Employees don’t trust management when management doesn’t trust employeesPeople want to be trusted, they thrive on trustA 10% increase in trust = 30% increase in pay – Dutch study
  • Creating a Culture of Engagement:Opportunity - “How good can we get?” “How good can we be?” Potential and opportunity instead of lossLeaders must understand an employees connection between their contributions and the organization’s ability to succeed.Inclusion: They are well-informed and involved vs. CHANGE being imposedValidation: They want to feel like they matter – if they don’t lead to disengagement; quit and leave or worse, quit and stay. They will do because they have to not because they want to. Out of box – thank you note to employees spouse.Personal Accountability: Employees do what is expected of them – LOW ENGAGEMENT CULTURES MANAGERS OFTEN FAIL TO COMMUNICATE EXPECTATIONS especially behavioral expecationsMEETING OBJECTIVES IS IMPORTANT, BUT SO IS HOW WE MEET THEMCommunity: Where there is low engagement people believe they are only responsible to a department or to a narrow piece of goals. SILOS are big here. With community there is a sense that the organization is a community with shared interests and shared responsibilities for success.TRUST Integrity as a leader - Make a commitment, keep it and do it again.. And again..and again… Make sure it is realistic – disappointment up front is better that overpromise and undeliver
  • ADKAR is a results oriented change management model that was developed by Jeff Hiatt in 1995. The model has its origins in aligning traditional change management activities to a given business result. Awareness of the reason is the GOAL of early communicationDesire to engage and participate in the change is the goal of buy-in and resistance managementKnowledge about how to change is the goal of training and coaching.
  • Resistance to badly managed change is feedback on the way change is managed Resistance may lead to full communication breakdown if employees perceive mgmt won’t listen.
  • Awareness of the reason is the GOAL of early communicationDesire to engage and participate in the change is the goal of buy-in and resistance managementKnowledge about how to change is the goal of training and coaching.
  • Dad was concerned that his son’s batting style and skill was not up to the level of the other boys on his team.The father’s attempt to educate his son failed and resulted in a frustrated dad. He finally asked his son why he didn’t want to watch the video and improve his batting. His son replied that he just enjoyed baseball with his friends and it didn’t matter to him if his batting was not as good as the others. The father skipped the ADKAR elements from awareness to knowledge. His son had no desire to change and was content just to be out there. With this model you can see where the process is breaking down, because you can see the element that is the root cause of failure.
  • Your good people are usually the first to leave and RETENTION IS NOT A CURE FOR TURNOVER!! 57% JUST SHOW UP FOR THE JOB AND LIFE – WHERE DO YOU FALL?2. Low morale occurs when a caring engaged worker becomes frustrated with his/her supervisors/workload/environment/policies, etc. POOR MORALE can LEAD TO DISENGAGEMENT, but DISENGAGEMENT itself occurs after the employee has ceased to care. He has mentally checked out and is divorced from the organization. LOW TRUST drives disengagement. When an employee is disengaged, they will have their own agenda. 2009 Gallup Org study found up to 21% actively disengaged. Public Health??!!WE ALLOW THE FEW TO DEFINE THE MANY!! ENGAGEMENT occurs when the employee AND customers make an emotionally based choice to be loyal to a company. WHEN THEY ARE WELL INFORMED AND INVOLVED AND HAVE AN OPPORTUNITY TO EXPRESS FEELINGS AND THOUGHTS, THERE IS ENGAGEMENT.There is a lot of money and time that goes into “terminal” employees. Training and Development of ACTIVE SKILLS are essential. Punishment for lack of skills is detrimental. Too many resources are devoted to training program to change natural styles or address the lack of skills rather than enhance strengths. These are futile attempts to make fish fly and birds swim. We spend $ on mediocre players while our best ones leave. 3. DISENGAGEMENT BEGINS WHERE LEARNING AND DELVELOPMENT END!!! Need to help people find INTERNAL motivators, not relying on external motivations. Dwight D. Eisenhower said that “Motivation is the art of getting people to do what you want them to do because they want to do it”The occasional fun day only treats the symptoms, not the problems. We need influence over what we do. 99% do not want to be recognized as employee of the month – they want a thank you from their boss – they want to be shown Appreciation. Especially through difficult times. Information, opportunity to grow, communication and a culture or trust areneededPartner makes a fist = B tries to open it – DID YOU JUST ASK???
  • These elements provide the conditions for people, first employees and then customers to make the choice to engage. MUST CREATE CONDITIONS FOR IT TO OCCUR before “the end in mind”
  • These are also the foundations for an effective organization as well. Work from the inside out.
  • Gpha presenation use

    1. 1. The Challenge of Change<br />Helping Ourselves and Others to Confront It<br />Nicholle Harrison, M.A.<br />District 1-1<br />Training Coordinator<br />
    2. 2. “If you want to make enemies, try to change something.” <br />-Woodrow Wilson <br />
    3. 3. Our objectives today:<br />
    4. 4.
    5. 5. “We are moving from a world of problems which demand speed, analysis and elimination of uncertainty … to a world of dilemmas, which demand patience, sense-making, and an engagement with uncertainty.” <br /> Bob Johansen<br />Leaders Make the Future<br />
    6. 6.
    7. 7. THE IMPACT OF CHANGE ON<br />PUBLIC HEALTH<br />1. Write down 5 words that you associate with CHANGE?<br />2. What are the major changes you are facing or <br /> dealing with in your District/County?<br />3. What impact are these changes having on your<br /> employees/you?<br />
    8. 8. Reaction-to-Change InventoryCircle the words below that you most frequently associate with change:<br />Adjust Different Opportunity<br />Alter Disruption Rebirth<br />Ambiguity Exciting Replace<br />Anxiety Fear Revise<br />Better Fun Stress<br />Challenging Grow Transfer<br />Chance Improve Transition<br />Concern Learn Uncertainty<br />Death Modify Upheaval<br />Deteriorate New Vary<br />
    9. 9. Reaction-to-Change InventoryCircle the words below that you most frequently associate with change:<br />Adjust 0 Different 0 Opportunity +10<br />Alter 0 Disruption-10 Rebirth +10<br />Ambiguity-10 Exciting +10 Replace 0<br />Anxiety -10 Fear -10 Revise 0<br />Better +10 Fun + 10 Stress -10<br />Challenging+10 Grow +10Transfer 0<br />Chance 0 Improve +10 Transition 0<br />Concern -10 Learn + 10 Uncertainty -10<br />Death - 10 Modify 0 Upheaval -10<br />Deteriorate-10 New + 10 Vary 0<br />
    10. 10. SCALE<br />Score of 40 and above - Strong support for change<br />Between 20 and 30 - Moderate support for change<br />Between -10 and 10 - Willingness to comply with change<br />Between -20 and -30 - Moderate resistance to change<br />-40 and below - Strong resistance to change<br />
    11. 11. Some thoughts about CHANGE…<br />People will always resist change<br /> Empathy is the key to managing change<br /> If a manager needs to make a radical change in the department, he/she should do all that is necessary to implement the change, then “sell” it to the employees.<br />Unpopular change should be introduced slowly<br />When employees participate in determining and planning the change, they are more likely to ensure its success.<br />
    12. 12. Three Phases of Change<br />Current State<br />Transition State<br />Future State<br />
    13. 13. Current State <br />Employees generally prefer the current state<br />Current State<br />Transition State<br />Future State<br />
    14. 14. Future State <br />The future state is unknown to the employee.<br />Current State<br />Transition State<br />Future State<br />
    15. 15. Transition State <br />The transition state creates stress and anxiety<br />Current State<br />Transition State<br />Future State<br />
    16. 16. Stages of Change<br />
    17. 17. 3 CONCERNS ABOUT CHANGE<br />
    18. 18. Degree of <br />change<br />Prof.<br />Plans<br />The history of change in the org.<br />Family<br />situation <br />Why is this change needed and what is the risk of NOT changing??<br />When faced with change, 3 groups emerge…<br />
    19. 19. Best Practices Approach to Reinforcing Change<br />Preferred senders <br />Health Director/PH Leader<br />Immediate supervisor <br />Best Practices: <br />Repeat messages 5 to 7 times<br />Use face-to-face<br />Answer WIIFM <br />Utilize question and answer format<br />Understand their interpretation<br />
    20. 20.
    21. 21. Inventing solutions to help embrace uncertainty in Public Health…<br />
    22. 22. Two Leaders, Two Perspectives<br />General George B. McClellan <br />General Ulysses S. Grant<br />
    23. 23. Leading Public Health into the Future<br />Communicator<br />Advocate<br />Coach<br />Liaison/<br />Resistance Manager<br />
    24. 24. Whether they trust the sender<br />What they have heard from others<br />How satisfied they are with work<br />Experience with other changes at work<br />Factors Influencing Employee’s Perspective on Change<br />Communication<br />Managing Resistance<br />Coaching<br />Advocacy<br />
    25. 25. Starting with the end in mind…<br />
    26. 26. TRUST is the key to Change Management<br />TRUST IS THE #1 COMPETENCY NEEDED OF <br /> LEADERSHIP TODAY<br />Trust is a leader’s greatest ally <br />Trust is POWER “WIN-WIN”<br />High Trust drives engagement <br />Trust is also like beauty…<br />Engaging Uncertainty<br />
    27. 27. Creating a Culture of Engagement:<br />Opportunity – TELL ME ABOUT POTENTIAL.<br />Inclusion – COMMUNICATE WITH ME.<br />Validation – I MATTER HERE.<br />Personal Accountability – I KNOW WHAT I AM RESPONSIBLE FOR AND HAVE GOALS.<br />Community – SUCCESS IS THE WHOLE ORGANIZATION<br />Trust - “MAKE, KEEP, REPEAT”<br />
    28. 28. Growing the human side of change….<br />Self- <br />Development<br />Thinking outside the box<br />TRUST<br />ENGAGEMENT<br />
    29. 29. The ADKAR model<br /> The ADKAR model helps to deal with the people dimension of change<br />Awareness of surroundings and self.<br />The need to have control over our life.<br />A quest for growth and knowledge.<br />A hope to make a <br />meaningful contribution.<br />The need to be recognized and appreciated.<br />
    30. 30. ADKAR<br />
    31. 31. Refute their resistance<br />Change the Change<br />Ignore resistance<br />FEEDBACK<br />Resistance<br />Use it to return to purpose<br /> awareness about change<br />Punish resistors<br />
    32. 32. ADKAR<br />CHANGE<br />
    33. 33. Why are these channels<br />Why are these channels<br />critical for change management?<br />critical for change<br />Mapping ADKAR to Change Management Tools<br />Communications<br />Buy In Roadmap<br />Training<br />Readiness of Implementation <br />Supervisory Coaching<br />
    34. 34. Mapping ADKAR….<br />Communications<br />Awareness<br />Awareness<br />These channels enable a leader to facilitate the department/district/employees through phases of ADKAR.<br />Buy-in Roadmap<br />Desire<br />Desire<br />Training<br />Knowledge<br />Knowledge<br />Readiness <br />Mgmt<br />Ability<br />Ability<br />Reinforcement<br />Reinforcement<br />Supervisory Coaching<br />
    35. 35. A parent attempting to improve the batting style and skill of his son. <br />Bought a batting video.<br />Dad got his son to watch half of the video.<br />The boy never touched it again.<br />Exercise: The change…<br />
    36. 36. Is there awareness and desire??<br />
    37. 37. There is nothing so stable as change.<br />Bob Dylan<br />
    38. 38. “Leadership without mutual trust is a contradiction in terms”<br />
    39. 39. “A good employee will always remain a good employee.”<br />“Low morale = disengagement”<br />Disengagement can be addressed with some training and teambuilding. <br />Some Myths about Disengagement<br />
    40. 40. Driving the Culture and Creating the Conditions...<br />
    41. 41. Does Eddy Trust Tanya? <br />
    42. 42. Remember:<br />High Trust won’t rescue<br />you in lousy strategy, but <br />Low Trust can derail even <br />the best one….<br />
    43. 43. Public <br /> Health <br /> Leaders:<br /> Engaging Uncertainty in the 21st century<br />
    44. 44. No more training do you require. Already know you, that which you need. <br />No. Not yet. One thing remains. CHANGE. You must confront CHANGE. Then, only then, a Public Health Jedi will you be. And confront CHANGE you will. <br />Then I am a Public Health Jedi. <br />
    45. 45. Let’s revisit our objectives:<br />
    46. 46. THANK<br />YOU!! <br />Nicholle<br />Harrison<br />nmlavallee@dhr.<br /><br />District 1-1<br />