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Change Management - A guide based on Will McWhinney et al
- 1. August 2017
- 2. Agenda 1. Why For’Em & Introductions 2. Change according to McWhinney 3. Discussion 4. Survey Results 5. Discussion 6. Next For’Em & Feedback 7. Networking
- 3. Is there something you would like to change your audiences’ minds and behaviours around? ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 3
- 4. We are all ‘change agents’ ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 4
- 5. Change is hard OUR JOURNEY TODAY ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 5
- 6. OUR JOURNEY TODAY But why? ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 6
- 7. OUR JOURNEY TODAY Change causes conflict ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 7
- 8. OUR JOURNEY TODAY Conflict is caused by.... ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 8
- 9. OUR JOURNEY TODAY So what? ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 9
- 10. OUR JOURNEY TODAY A model ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 10
- 11. OUR JOURNEY TODAY The model applied ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 11
- 12. OUR JOURNEY TODAY As change agents we become more conscious ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 12
- 13. OUR JOURNEY TODAY We become more effective ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 13
- 14. Leadership Marketing Change Management Communication Personal and Professional Development APPLICATIONS ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 14
- 15. Carl Jung – “Archetypal Phenonoma” INSPIRATION ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 15
- 16. Change Conflict Chaos Complexity MCWHINNEY: ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 16
- 17. Because people differ from one another on a far deeper level than just race, culture, language and gender This is critical to understand when undertaking and leading marketing and change efforts WHY? ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 17
- 18. “Conflict can effectively be understood as a product of the differing means of implementing change that are employed by people who hold differing beliefs about reality” KEY DISCOVERY: ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 18
- 19. “Conflict is induced in every consciously chosen change. Of course, in the vast proportion of events, conflict does not surface” MCWHINNEY ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 19
- 20. “Any social change, even a threat of change becomes the occasion for the separation of a community into sub- groups of common sensibilities” MCWHINNEY ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 20
- 21. All people have a preference for one of these worldviews, and this has powerful implications for how people approach conflict, how they handle relationships and what narrative must be created around the change in order to influence them MCWHINNEY ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 21
- 22. MCWHINNEY’S REALITY INQUIRY ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 22 Deterministic Volitional Monistic Pluralistic UNITARY MYTHIC SENSORY SOCIAL Assumptions, Truth, Principles, Rules, Theory, Clarification, Belief systems, Policies Opportunity, Metaphors, Dreams, Inspiration, Symbols, Creations, Vision, Ideas, Inventions, Meaning Objects, Resources, Behaviour, Facts, Material, Action, Data, Statistics, Sensation, Experience, Situations Preferences, What matters, Wants, Attitude, Ethics, Values, Purpose, Appreciation, Feelings, Motivation
- 23. WcWhinney’s Reality Inquiry Unpacked ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 23 External to our will Self Will Single Reality Many kinds of reality UNITARY MYTHIC SENSORY SOCIAL Warrior King Visionary Mother Thinking Sensing Intuition Feeling ActionPolicy Vision Values IDEALISTS REALISTS RATIONAL / CONSERVATIVE ROMANTIC / LIBERAL
- 24. ACTUATE / ACTUATE FOR’EM PRESENTATION/ JULY 2017 / 24 ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 24
- 25. ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 25
- 26. ACTUATE / ACTUATE FOR’EM PRESENTATION/ JULY 2017 / 26 ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 26
- 27. ACTUATE / ACTUATE FOR’EM PRESENTATION/ JULY 2017 / 27 ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 27
- 28. ACTUATE / ACTUATE FOR’EM PRESENTATION/ JULY 2017 / 28 ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 28
- 29. Methods (Modes) of Change “Strategies for resolution can be mapped as transitions through the space of alternative realities….” WHAT TO DO? ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 29
- 30. ACTUATE / ACTUATE FOR’EM PRESENTATION/ JULY 2017 / 30 Problem solving approaches We are typically proficient in many modes, but habitually use just one or two Modes introduce consciousness and intentionality Helps you choose your approach MODES OF CHANGE ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 30
- 31. The Modes of Change ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 31 UNITARY MYTHIC SENSORY SOCIAL ANALYTIC EMERGENT EVALUATIVE ASSERTIVE
- 32. The Modes of Change ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 32 UNITARY MYTHIC SENSORY SOCIAL ANALYTIC EMERGENT EVALUATIVE ASSERTIVE Engineer Storyteller Architect BusinessManager
- 33. PATHS OF CHANGE “To solve a problem requires the use of logics from at least two realities – one strategy describes the given world, the other directs the change” ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 33
- 34. The two ‘Grand Paths’ of Change ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 34 Mobilizing around refreshed goals and policies (Assertive) AWARENESS OF A PROBLEM Data used to show deviation from policy and goals (Analytic) Management gets workers to value the renewed goals (Emergent) Responsibilities are allocated and then put into action (Evaluative) Revitalisation Path
- 35. ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 35 The renaissance path Leader develops policies that express the vision (Assertive) Policy Values Elicit what matters – what are they about in the organisation (Evaluative) Vision Work together to create images that reflect their values (Emergent) Put new policies into action (Analytic) Action LOSS OF MEANING The two ‘Grand Paths’ of Change
- 36. Minor Paths of Change ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 36 Business Process Re-engineering POLICY VISION ACTION VALUES
- 37. Minor Paths of Change ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 37 Organisational Development POLICY VISION ACTION VALUES
- 38. Change causes conflict Conflict is caused by different views of reality Unitary, Sensory, Mythic and Social (Warrior, King, Visionary, Mother) Awareness brings intentionality We use tools and structure These make us more effective LOOKING BACK ON OUR JOURNEY ACTUATE / ACTUATE FOR’EM PRESENTATION/ AUGUST 2017 / 38
- 39. KEVIN LIEBENBERG Cell: +27 83 324 8022 / Tel: +27 11 021 1400 Email: kevin@actuate.co.za www.actuate.co.za BRINGING GREAT PEOPLETOGETHER TO MAKE A POSITIVE IMPACTON THE UNIVERSE. © 2017 ALL INTELLECTUAL PROPERTY HEREIN REMAIN THE PROPERTY OF ACTUATE AND THE ACTUATE GROUP. ALL RIGHTS RESERVED
- 40. RESULTS OF MY MCWHINNNEY REALITY INQUIRY
Editor's Notes
- Why For’Em and introductions 15 mins McWhinney – 45 mins Discussion 20 mins Survey Results – 15 mins Discussion – 15 mins Next For’Em and Feedback – 15 mins Network – 2 hours
- What cultural anthropologists teach us is that: • Change is constant; • Resistance to change is normal; and that • Change basically takes place in two ways: through persuasion or through force. It also teaches that the most effective, long term change occurs through persuasion • The larger and older an organization, the more resistant the organization will be to change.
- 1875 to 1961 Freud saw him as his protégé’, but their visions diverged and a split occurred in the field. “It all depends on how we look at things, not how they are in themselves”
- Philospher and psychologist Will McWhinney says that any change effort triggers conflict, and that the conflict, in most cases, eventually destroys the change effort. The change effort often leaves the situation more messy and complex than it was before.
- Change or even the threat of change makes people conciously or unconciously splinter into similar tribes
- This is what McW has done, I will try to make it easier to digest This is a map, not the territory and the quadrants describe the extreme corners of that worldview. No people or groups actually operate out of a single view of reality. Nothing happens ‘where one is’. There is no action in a single reality – one’s actions come from the interface of one view of reality with another. The concept of greatness is applicable to this model ‘Great’ people expand outwards on all worldviews throughout their lives
- A person’s dominant quadrant simply expresses the worldview from which he or she will be choosing actions on significant matters For some people, change happens. For others it is what they make happen. What is most real for you? Truths (Unitary), Facts (Sensory), Ideas (Mythic), Feelings (Social) How do things usually happen? By form (we drive on the right because it simplifies life), by Precedence (we use it when we are fixing our cars or spicing our food), by by Creating (people have to power to create the world.), By intending (people make things happen intentionally that they care about)
- The Modes of Change are problem-solving approaches that arise from the differing ways in which we view Reality. Since each of us is proficient in a number of modes but habitually use one or another in most situations we are like the proverbial man with a hammer who finds everything to be a nail. Although we may habitually prefer one mode, by becoming proficient in the other modes we gain the freedom and power to work on any issue. The Modes of Change are designed to assist you in consciously choosing tools that make best use of your skills and available resources when working a particular problematic situation.
- Analytical – the engineer who designs more fuel efficient vehicles Assertive – an architect designing a hyper modern progressive building Influential – an advocacy group who blocks the destruction of the environment Evaluative – a practical business manager who use their people skills to evaluate, balance and allocate resources Inventive – an inventor or an artist painting a picture Emergent – a story teller who creates meaning that cultivates values.
- Goes from Action (Evaluative), to Policy (Analytic) to Visions (Assertive) to Values (Emergent)