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Do People Resist Change March 2015 talk at the Association for Project Managers (apm)

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Rod researched ‘Resistance to Change, from a Leaders’ Perspective’ and has a passion for working with organisations at key transition points within their life cycle. Informed by more than 25 years as an Electronics Engineer, a Manager in Hi-tech International Corporate and SME contexts experiencing many M&A related assignments. Rod brings measurement methodologies to inform Behavioural Change initiatives, exploring Team Performance and Innovation Potential.

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Do People Resist Change March 2015 talk at the Association for Project Managers (apm)

  1. 1. Do people really resist change? rod.willis@assentire.net @RodWillisGTC +44 (0)7788 457 202 #changedebate #projectclimateRTC
  2. 2. This session will cover • Evidence based research into Resistance to Change, from a Leaders’ Perspective (2012 - highlights) • Further practitioner research exploring The Implications for Leadership and Change Programmes • Closing with What to do starting Monday morning – Integrating these insights into the way you can Lead projects, programmes and the Organisation for greater performance.
  3. 3. Researching Resistance to Change? • 70% of all change initiatives fail (HBR).http://hbr.org/product/hbr-s-10-must- reads-on-change-management-with-feat/an/12599-PBK-ENG • Resistance to Change is often cited as the number one reason why a change programme has not delivered to the level that was anticipated. • Organisations need to respond to turbulent market conditions. Needing to achieve more with fewer resources is a common theme we hear daily in the media, be this public, private or non-profit sectors.
  4. 4. The Prime Research context • Sixteen change leaders (past and present) via semi- structured interviews created the prime data. • Combined experiences spanning > 55 organisations. • Operating within Oil and Gas, Professional and Financial Services, Public sector, including two District Councils and a Police Collaboration Programme.
  5. 5. Ensuring a safe environment to enable Learning and Change 2:Relationship Health or Culture (RTC: 10, 11, 12, 15) Leading and Managing Individual and Group Transition 6:Group Dynamics (RTC: 04, 07, 09, 18) 5:Personal Dynamics (RTC: 06, 08, 13, 14) Leading and Managing Change 1: Purpose (RTC: 01) 3:Communication (RTC: 05) 4:Change Dynamics (RTC: 02, 16, 17) RTC: Represents the “Resistance to Change” code Research findings 18 Resistance to Change symptoms are occurring in three main areas. Distilled from 518 separate statements.
  6. 6. Leadership Motivation © Assentire Ltd PURPOSE Culture Model of the Organisation
  7. 7. Leadership Motivation © Assentire Ltd PURPOSE Culture Lack of a clear Purpose Fear of failure, Personal “ROI”, conflict with an individual’s “System” and/or career objectives Low awareness regarding Leadership of Transformation and Individual Transition. Different Modes of Management perceived different realities Staff involvement, Tipping Point, Assimilation capacity and Change- cycle (Transition Psychology) Old habits die hard, perceived excessive work, present system is OK, outdated life-cycle view “Group-Think” Appropriate Process and Content Sins of the past, low trust in the leadership, limited “soft skills” awareness in the leadership, inadequate training or support provided Self-Determination Theory (SDT) Purpose, Mastery, Autonomy Past symptoms of RTC
  8. 8. HARDINGHAM, A. 2004. The Coach's Coach: Personal Development for Personal Developers Chartered Institute of Personnel and Development environment behaviour capability beliefs identity beyond identity Increasing psychological “depth” Increasing Scope ‘flexibility’ Where/When; someone is, literally; the places and physical contexts in which he/she exists and operates What; someone does How; Skills; what someone is capable of Why; Fundamental principles and perceptions which someone holds about life and how it should be lived Who; someone believes him/herself to be, e.g." I'm a tough MD; I’m a caring father; I’m a loyal friend Our connection with humankind generally and the rest of our world (and beyond!) Logical Levels and ‘flexibility’ another way to slice the data
  9. 9. Ensuring a safe environment to enable Learning and Change 2:Relationship Health Or Culture (RTC: 10, 11, 12, 15) Leading and Managing Individual and Group Transition 6:Group Dynamics (RTC: 04, 07, 09, 18) 5:Personal Dynamics (RTC: 06, 08, 13, 14) Leading and Managing Change 1: Purpose (RTC: 01) 3:Communication (RTC: 05) 4:Change Dynamics (RTC: 02*, 16, 17) RTC: Represents the “Resistance to Change” code environment behaviour capability beliefs identity beyond identity The majority of the Symptoms are occurring in a domain of knowledge (Psychological Levels) only a few ever encounter. This may be why 60 years on, we still only have achieved a 30% satisfaction rate for major change initiatives. Change Programme ImplicationsIs there a relationship between Leaders and Managers ability to work at a deeper psychological level (consciously or otherwise), and being able to bring about successful change?
  10. 10. Leadership Motivation © Assentire Ltd PURPOSE Culture Lack of a clear Purpose with alignment at ALL 4 levels Fear of failure, Personal “ROI”, conflict with an individual’s “System” and/or career objectives Low awareness regarding Leadership of Transformation and Individual Transition. Different Modes of Management perceived different realities Old habits die hard, perceived excessive work, present system is OK, outdated life-cycle view “Group-Think” Appropriate Process and Content Sins of the past, low trust in the leadership, limited “soft skills” awareness in the leadership, inadequate training or support provided Self-Determination Theory (SDT) Purpose, Mastery, Autonomy We generally focus above the line! Staff involvement, Tipping Point, Assimilation capacity and Change-cycle (Transition Psychology)
  11. 11. The Implications for Leadership and Change Programmes • Human Motivation • Modes of Management • Interpersonal Skills • Other key areas (see supplementary information) • Culture - ’Climate’ & Life-cycle (In supplement) • Change requires Learning, • Personal and Group Dynamics And how this ALL impacts the Organisation during Change
  12. 12. Human Motivation (DRIVE) Drive Purpose Mastery Autonomy Our Business Operating System does not match the evidenced-based research Intrinsic Motivators are often not integrated in how the Organisation sees work. Extrinsic Motivation does have some value, it however is not enough!
  13. 13. Human Motivation (DRIVE) https://www.ted.com/talks/dan_pink_on_motivation 18 minute Video for later Will only use max 120seconds (Video editing still to be completed RW)
  14. 14. Modes of Management Modes of Management Contributor Achiever Integrator Doing what's asked by the organisation Doing more than what's asked by the organisation Going beyond the organisation while integrating the other modes
  15. 15. Modes of Management Performance Focus Individual Team Organisation Active Contributor Doing what's asked by the organisation Aligned Achiever Doing more than what's asked by the organisation Adaptable Integrator Going beyond the organisation while integrating the other modes © Assentire Ltd What ‘modes’ are dominant today?
  16. 16. Interpersonal Skills Needed People Compatible Teams Managing Conflict Managing Resistance Greater Innovation, Resilience, Learning and Performance Greater constructive challenge, creating new possibilities and more robust options Greater readiness to embrace a changing future. More comfortable dealing with uncertainty
  17. 17. Jumping up a level Modes of Management Drive People UK productivity is 21% lower than the rest of the G71 Estimated £19bn wasted each year due to poor management practice2 Megatrends: are UK organisations getting better at managing their people3 1 Statistical Bulletin: International Comparisons of Productivity – Final Estimates, 2012, ONS, 20 February 2014 2 Leadership and management in the UK – The key to sustainable growth, Department for Business, Innovation & Skills, July 2012 3 Are UK organisations getting better at managing their people? CIPD, December 2014 Change Management exists within a broader National Context also!
  18. 18. Managing Change / Re-organisation Organisations need to respond to turbulent market conditions. Needing to achieve more with fewer resources is a common theme we hear daily in the media, be this public, private or non-profit sectors. “Managing resistance is difficult because it is centred on human factors, for which skills and experience in organisations are in limited supply. Most managers and business professionals are products of the prevailing management paradigm, one that has not significantly evolved since the beginning of the twentieth century. This mind-set emphasised the financial and structural aspects of organisations over the human aspects and it is therefore ill-equipped to deal with human resistance.” (Jones and Recardo, 2013) JONES, D. J. & RECARDO, R. J. 2013. Leading and Implementing Business Change Management: Making Change Stick in the Contemporary Organization: Taylor & Francis.
  19. 19. Are people resistant to change? Consider how our mind-sets influence us • is it a perspective we hold of others? • what might Emotional Intelligence (EI) have to offer here? • is it the ‘system’ that is resistant to change? Why haven’t we improved our ability to change in over 60 years? I wonder, have we been pulling the wrong levers!
  20. 20. What to do starting Monday Ensure your leadership (including yourself) is aware and has the skills and motivation to manage the following domains. Motivation, Interpersonal and Modes of Management, all operating in an effective climate, that will enable what you need to be created and sustained.
  21. 21. Modes of Management Contributor Achiever Integrator People Compatible Teams Managing Conflict Managing Resistance Drive Purpose Mastery Autonomy Requires Integrative Leadership Successful Organisational Change Operating in different contexts. Take into account Individual, Group and Organisational Dynamics as a minimum to have some chance of success
  22. 22. A three axis metaphor Modes of Management behaviours that help Motivational understanding helps Interpersonal skills help Modes of Management behaviours that hinder Limited Motivational understanding hinders Limited Interpersonal skills hinder
  23. 23. Bring your Rubik Cube into Work
  24. 24. The Journey and Dance of Change Play Video http://goo.gl/IJ5ivv
  25. 25. To close UK Practitioner Research Project Less than 15 minutes of your time for 30 questions rod.willis@assentire.net @RodWillisGTC +44 (0)7788 457 202 #changedebate A free report for all apm delegates today Be able to know how your Project Climate compares to a representative ‘norm’ group http://dopeoplereallyresistchange.info http://goo.gl/Y3Zojc #projectclimateRTC
  26. 26. Supplementary Information rod.willis@assentire.net @RodWillisGTC +44 (0)7788 457 202
  27. 27. Life-cycle different contexts Different times require different thinking and action to remain effective. EVERY change programme operates within this reality of dynamic and multilevel contexts. Ignoring this FACT will induce what may be experienced as RTC
  28. 28. ! Misses the point Identifies, can follow simple procedures Combines, describes, lists, can perform serial skills Analyses, contrasts and compares, explains causes, relates and applies Creates, formulates, theorises, generalises, hypothesises and reflects Pre-structural Uni-structural Multi-structural Relational Extended abstract Quantitative phase Qualitative phase StructureofObservedLearningOutcomes BaseduponJohnBiggsSOLOTaxonomy Not competent One relevant aspect Several relevant independent aspects Integrated into a structure Generalised to a new domain Different stages of understanding We do not learn and understand new information, in the same way, or at the same pace! Ignoring this FACT will induce what may be experienced as RTC This has direct implications for the Change plan.
  29. 29. Is my Ecosystem OK? Is my investment worthwhile? Does it support my sense of Self? Positives attributes of today maintained? Is there time to achieve the Outcome? What is my situation? Is it sustainable? Can I See, Hear, & Feel it? My Outcome Individuals and Groups process change, using one or more of the elements in the image, and often not even aware they are doing so. Ignoring this FACT will induce what may be experienced as RTC Personal & Group Dynamic
  30. 30. Resistant to Change or lack of understanding? Our work is informed by the System of Profound Knowledge (SoPK). This is the culmination of Dr. W. Edwards Deming’s lifelong work. It is an effective theory of management that provides a framework of thought and action for any leader wishing to transform and create a thriving organization, with the aim for everybody to win. By management appropriately applying the principles and practices of SoPK, a business can simultaneously reduce costs through reducing waste, rework, staff attrition and litigation, while increasing quality, customer loyalty, worker satisfaction and, ultimately, profitability. SoPK ties together Dr. Deming’s seminal theories and teachings on quality, management and leadership into four interrelated areas: appreciation of; a system, knowledge of variation, theory of knowledge and psychology. By using SoPK as a foundation philosophy, you will start to see an organisation and change management through new eyes. Source: https://deming.org/theman/theories/profoundknowledge

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