Change Management Pc Overview

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  • Change Management Pc Overview

    1. 1. Change Management PC Overview
    2. 2. What is change? <ul><li>Change is a situational shift, often an event. Moving to a new city, getting married, being promoted, losing a parent….. </li></ul><ul><li>Transition is the reorientation and renewal process that you go through when you encounter a change. </li></ul>Ten Tips on Handling Successfully the Transition from Manager to Leader, William Bridges Change is external, transition is internal
    3. 3. What is Change Management? <ul><li>The concept of change management describes a structured approach to transitions in individuals, teams, organizations and societies that moves the target from a current state to a desired state. </li></ul>Definition source: Wikipedia
    4. 4. Outline <ul><li>Individual and team change </li></ul><ul><li>Leadership during change </li></ul><ul><li>Organizational change management models/approaches </li></ul><ul><li>Introduction of a situational framework for change management </li></ul><ul><li>Knowledge building for PC’s </li></ul>
    5. 5. Foundational Elements Situational Framework for Change Management Individual Team Leadership Change Management Models/ Approaches PC Knowledge and Ability
    6. 6. <ul><li>“The achievements of an organization are the results of the combined effort of each individual”. </li></ul><ul><li> Vincent Lombardi </li></ul>
    7. 7. Individual Change <ul><li>To exist is to change, to change is to mature, to mature is to go on creating oneself endlessly. </li></ul><ul><li>Henri Bergson </li></ul>
    8. 8. Key Theories –Individual Change <ul><li>Learning and the process of change </li></ul><ul><li>Behavioural </li></ul><ul><li>Cognitive </li></ul><ul><li>Psychodynamic </li></ul><ul><li>Humanistic Psychology </li></ul><ul><li>Managing change in self and others </li></ul><ul><li>Personality and change </li></ul>
    9. 9. Meyers Briggs -Personality & Change Theory “ Let’s change it” “ Let’s just do it” “ Let’s think ahead” “ If it isn’t broke don’t fix it” Motto Putting new ideas into practice Making things better Generating new ideas and theories Deciding what should be kept and what needs changing Where they focus their change efforts Creatively and with others Actively and by experimentation Conceptually by reading, listening and making connections Pragmatically and by reading and observing How they learn New way of doing things Actions Thoughts, ideas, concepts Practicalities What are they most concerned with EN Action Oriented Innovator ES Action Oriented Realist IN Thoughtful Innovator IS Thoughtful Realist
    10. 10. Individual Response To Change Consequences of the change Nature of the change Type of individual Individual history Organizational history Response to change
    11. 11. Team Snowflakes are one of nature’s most fragile things, but just look at what they can do when they stick together. Vesta Kelly
    12. 12. Interesting to note! <ul><li>There is a real lack of any authoritative research on the effect change has on teams. </li></ul><ul><li>And as a consequence there is very little research on strategies for managing and leading teams through organizational change. </li></ul>
    13. 13. So what is known about teams? <ul><li>That there are different types of teams </li></ul><ul><li>There are techniques to improve a team’s effectiveness </li></ul><ul><li>There is considerable research about the stages of team development (one is the forming, storming, norming and performing by Tuckman) </li></ul><ul><li>Composition of a team is an important factor to consider in determining how it can be successful. </li></ul>
    14. 14. Types of Teams <ul><li>Group </li></ul><ul><li>Work </li></ul><ul><li>Parallel </li></ul><ul><li>Project </li></ul><ul><li>Matrix </li></ul><ul><li>Virtual </li></ul><ul><li>Network </li></ul><ul><li>Management </li></ul><ul><li>Change </li></ul>
    15. 15. <ul><li>Work Team </li></ul><ul><li>Purpose is to maintain business as usual. </li></ul><ul><li>Task focused </li></ul><ul><li>Common overarching objectives </li></ul><ul><li>Shared responsibilities </li></ul><ul><li>Individual accountabilities </li></ul><ul><li>Typical hierarchical structure </li></ul><ul><li>Change or Project Team </li></ul><ul><li>Forms for a limited/variable time to achieve project, change and development </li></ul><ul><li>Led by project/change manager </li></ul><ul><li>Task and communication focused </li></ul><ul><li>Parallel Team </li></ul><ul><li>Attention to the people side of change </li></ul><ul><li>Normally coordinated or facilitated </li></ul><ul><li>Communication focused </li></ul>
    16. 16. Composition of Teams <ul><li>Chairman </li></ul><ul><li>Shaper </li></ul><ul><li>Plant </li></ul><ul><li>Monitor-Evaluator </li></ul><ul><li>Company worker </li></ul><ul><li>Resource Investigator </li></ul><ul><li>Team Worker </li></ul><ul><li>Completer-Finisher </li></ul>
    17. 17. What key questions do we need to be asking and answering before, during and after the change process? <ul><li>What type(s) of team are they and how might they respond to change? </li></ul><ul><li>Where is a team affected by the change process? </li></ul><ul><li>How can we best use them throughout the change process? </li></ul><ul><li>What additional types of teams do we need for designing and implementing the changes? </li></ul><ul><li>How do we ensure that teams that are dispersing, forming, integrating or realigning are staying on task? </li></ul><ul><li>What organizational process do we have for ensuring teams are clear about their: </li></ul><ul><ul><li>mission, planning and goal setting; </li></ul></ul><ul><ul><li>roles and responsibilities; </li></ul></ul><ul><ul><li>operating processes; </li></ul></ul><ul><ul><li>interpersonal relationships; </li></ul></ul><ul><ul><li>inter-team relations? </li></ul></ul>
    18. 18. Leadership in change <ul><li>A pat on the back is only a few vertebrae removed from a kick in the pants, but is miles ahead in results. </li></ul><ul><ul><ul><ul><ul><li>Ella Wheeler Wilcox </li></ul></ul></ul></ul></ul>
    19. 19. Dimensions of Leadership Outcomes Developing and delivering business outcomes Emotions Enabling people and culture to adapt Interests Mobilizing influence, authority and power Personal Leadership Organizational context Source: Mike Green, Andy Holder and Mhairi Cameron
    20. 20. Summary of Goleman’s six Leadership styles If manager is not a good coach, or if individual is not motivated, this style will not work. Exhausting if used to much. Not appropriate when team members need help. May lead nowhere if team is inexperienced. Not productive if it is the only style used. Has a negative effect if manager is not credible. Encourages dependence People stop thinking Disadvantages of this style When there is a skills gap. When team members are highly motivated and highly competent. When the team members have something to contribute. When relationships are broken. When step change is required. When manager is both credible and enthusiastic. When there is a crisis When to use this style Encouraging and supporting people to try new things. Developing their skills. Raising the bar and asking for a bit more. Increasing the pace. Asking the team what they think, and listening to this. Building relationships with people through use of positive feedback. Persuading and attracting people with an engaging vision. Telling people what to do and when Short Definition Coaching Pace-setting Democratic Affiliative Authoritative Coercive
    21. 21. <ul><li>Source: adapted from O’Neill (2000) </li></ul>Must make idea appealing to sponsor Has an idea. Needs sponsor to make it happen. Usually highly motivated Advocate Acts as data gatherer, educator, advisor, meeting facilitator, and coach. Facilitator of change. Helps sponsor and implementers stay aligned. Keep sponsors on board. No direct authority over implementers. Change Agent Needs to listen, enquire, and clarify questions with the sponsor at the start of the initiative. Implements the change. Reports to the sponsor. Responsible for giving live feedback to the sponsor on change process. Implementer Must be careful not to transmit cynicism. Sponsors change in own area, although top-level responsibility lies further up the hierarchy. Sustaining Sponsor Needs to have a clear vision for the change. Identify goals and measurable outcomes. Has the authority to make the change happen. Has control of resources. Sponsor Hint Description Role Key Roles in Change Process
    22. 22. Foundational Elements Situational Framework for Change Management Individual Team Leadership Change Management Models/ Approaches PC Knowledge and Ability
    23. 23. Most change theories fall into one or more of the following approaches <ul><li>Directed </li></ul><ul><li>Planned </li></ul><ul><li>Guided </li></ul>
    24. 24. Authority Persuasive Communication Acceptance Directed Change
    25. 25. Planned Change <ul><li>Identify the Change </li></ul><ul><li>Organize the project </li></ul><ul><li>Involve and influence the stakeholders </li></ul><ul><li>Implement, monitor and sustain the change </li></ul>
    26. 26. The Guided Changing Spiral Source: Kerber(2001) SHARE THE LEARNING SYSTEM WIDE INTERPRET & DESIGN IMPLEMENT & IMPROVISE HOLD ACCOUNTABLE & LEARN
    27. 27. Foundational Elements Situational Framework for Change Management Individual Team Leadership Change Management Models/ Approaches PC Knowledge and Ability
    28. 28. Other factors to consider <ul><li>Business complexity </li></ul><ul><li>Socio-technical uncertainty </li></ul><ul><li>Change capacity </li></ul><ul><li>Urgency </li></ul>
    29. 29. Directed Planned Guided Low High Low High Socio-Technical Uncertainty Business Complexity
    30. 30. Directed Planned Guided Low High Low High Socio-Technical Uncertainty Business Complexity Change Capacity Urgency
    31. 31. High Medium Low Skill of Change Agent High Medium Low Use of resources (Time) FHA’s Low Medium High Urgency of Situation High Medium Low Change Capacity High Medium Low Socio-technical Uncertainty High Medium Low Business Complexity Guided Planned Directed
    32. 32. Foundational Elements Situational Framework for Change Management Individual Team Leadership Change Management Models/ Approaches PC Knowledge and Ability
    33. 33. Building knowledge and Ability <ul><li>Continue to build upon your knowledge of individuals and team teams experiencing change </li></ul><ul><li>Collect different change models, approaches and tools. </li></ul><ul><li>Leadership- be the change you want to see </li></ul><ul><li>Keep learning and applying </li></ul>
    34. 34. Resources <ul><li>Making Sense of Change Management, Esther Cameron and Mike Green </li></ul><ul><li>Article: Rethinking Organizational Change: Reframing the Challenge of Change Management Kenneth Kerber; Anthony F. Buono </li></ul><ul><li>Paul Corbin information sheets on change: ndrive </li></ul><ul><li>Adkar model – see N drive </li></ul><ul><li>5A’s Behavior Change Model Adapted for Self-Management Support Improvement, 2002 Glasgow et al, Whitlock et al </li></ul><ul><li>NHS Leadership series (on N:drive or go to website, www:modern.nhs.uk) </li></ul><ul><ul><li>Building and nurturing an improvement culture </li></ul></ul><ul><ul><li>Leading improvement </li></ul></ul><ul><ul><li>Managing the human dimensions of change </li></ul></ul>
    35. 35. Resources continued <ul><li>Article: Ten Tips on Handling Successfully the Transition from Manager to Leader, William Bridges </li></ul><ul><li>Article: When Relationships Break Down, Mark Samuel (see N:drive) </li></ul><ul><li>Article: Leadership in Times of Crisis During Change Due to Health IT Projects </li></ul><ul><li>Website Article from Transition Management Advisors, Change Project Management-The Next Step </li></ul><ul><li>http://www.corpchange.com/archives/article_archives/a10_next_step/a10_next_step.html </li></ul>

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