Skills Building Training - Day 1 Performance Zones and Curve of Change

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Skills Building Training - Day 1 Performance Zones and Curve of Change

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Skills Building Training - Day 1 Performance Zones and Curve of Change

  1. 1. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir IMPROVED STRATEGIC MANAGEMENT CAPACITY PROJECT Change Management – Session 1 Jocelyne Rasé October 2013
  2. 2. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir • • • • • • • • • • Ground rules Confidentiality Willingness to fully participate to the full programme - play along Transparency - willingness to share experiences (+) & (-) Learning by doing, therefore by making mistakes Openness – listen to what you hear, be open to feedback Respect - when you give feedback, offer suggestions, not criticism Stop anytime of there is a language issue You don’t have to take notes – you will receive handouts Turn off your phone!!!! What else…. Would you like to add another rule?
  3. 3. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir If you want to go FAR, go together If you want to go FAST, go alone Not everyone runs at the same pace We need to be aligned
  4. 4. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Do you know each other? • Introduce yourself • Share you involvement with strategy work so far in your institution? What did you actually do? What would you like to do?
  5. 5. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Day One General information about skills of trainers / Strategic Management Facilitators • What are your expectations for this training? • For this role? Reminder of the context • What is the Reform about? • What is the role of Strategic Management Units? • What works? What needs improvement? Why Change? • The world has changed • The mindset of ongoing Continuous Improvement, what does it mean? Performance zones • The learning curve • How people cope with change Organisational change management • Steps and contribution
  6. 6. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Groupwork: • What was the purpose of the Reform? – the PFMC Law 5018 • What is the role of the SDU - Strategic Development Unit? • How do you relate and interact with the MoD – Ministry of Development and the MoF – Ministry of Finance?
  7. 7. Performance zones - Attitude towards change Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Panic zone Strech zone Comfort zone Dead zone
  8. 8. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The normal curve of change Motivation - Performance Resilience Stretch zone Panic zone Stimulation Boredom Energy Idealism Comfort zone Disillusion Fatigue Excitement Demotivation Illness Exhaustion Breakdown Temporaty incompetence Burnout Time DEAD ZONE
  9. 9. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir You need to… • Identify the performance zone – your own and your colleague’s • Where are you and your colleague on the curve? • Change styles depending on where the person is on the curve (i.e. from being directive to coaching) • In which performance zone your Ministry is, in regards to Strategic Management? P.S. This training might put you in a panic zone
  10. 10. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir 1 2 3 4 5 Coaching 6 7 8 9 10 Motivation - Performance Resilience Stretch zone Panic zone Stimulation Boredom Energy Idealism Comfort zone Disillusion Fatigue Excitement Illness Exhaustion Breakdown Burnout 10 9 8 7 6 Being directive 5 Time 4 3 2 DEAD ZONE 1
  11. 11. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Game about Change! Making 10 changes to your physical appearance + 15 changes • Pair the members of the group • Ask them to look at each other in silence for 1 minute • Ask them to turn around and make 10 changes to their physical appearance • Tell them to face each other again and identify the 10 changes the other person made • Ask them to write down their compliance rate and success rate on a post it • Ask them to turn around and make an additional 15 changes to their physical appearance • Tell them to face each other again and identify the 15 extra changes the other person made • Observe the interaction and the reaction to "the 15 additional changes” • Record the level of compliance + the success rate agina and compute the average for the group.
  12. 12. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Debrief - Game about Change Lessons learned: • Looking at someone for 1 min is uncomfortable – – If it is not uncomfortable, it is not change You must be willing to face the facts, even if it is uncomfortable – look at the situation the way it really is before you change, if you want to compare later on • You started by removing things – taking away what you had on you – Change is always experienced at first as a loss • How did you feel when you were asked to do more? – – There is always a sense of too much – Panic Zone Temptation to give up (Dead Zone) or rebel – how does that impact your performance? • Then you started putting more things on – You taking on too many things and it feels overwhelming • Once the exercise is over, you go right back to the old ways
  13. 13. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Why didn’t you….? • Ask for more time - if you needed it - to improve your success rate? – Negotiate the terms of the assignment • Use the resources available to you? – Look around to see what’s available & see that other people are in a similar situation • Try to be creative, even if it makes you look ridiculous? – Be willing to appear strange – to stand out of the crowd – to be different • Talk to each other? – Communicate on what you are doing • Help each other? – Be willing to share and ask for help – to combine forces • Step out of the room to get additional materials to help you? – Leave your confined comfortable setting to see what’s out there
  14. 14. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Change is like going through a door Are you stepping IN or OUT?
  15. 15. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir You have to leave A to go to B Neutral Zone ? A B
  16. 16. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir A ENDING Leave the situation behind • What exactly has changed? B NEUTRAL ZONE BEGINNING Between old and new reality New understanding, new attitudes, new ideas, new behaviors • Are you tempted to fall back on status quo? • What exactly will change? • What does it look like? • Are you fluctuating between wanting & resisting the change? • Are you predicting success or failure? • What exactly is over? • How can I keep in touch? • What remains the same? • Are you alone in this? • Are you meeting people who are positive? Shock Anxiety Relief – the decision has been made Denial Confusion Curiosity Anger De-motivation Excitement Resentment Loss of productivity Confidence Nostalgia Ambivalence Commitment
  17. 17. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Facts about Change • Different people have different reactions to change Everyone has fundamental needs that have to be met . The key question for everyone involved is ALWAYS: “What’s in it for me?” • The cooperation of the people around you, who must implement the change with you, greatly determines the success or failure of the initiative A “few” people and groups are almost always pivotal to a smooth and effective change implementation • Leadership – initiative – innovation – collaboration – working together are the key factors to successful change management • A clear plan of action is needed for each group/individual who needs to influence others • Communication and support are key ingredients when implementing change
  18. 18. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Why Change?
  19. 19. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Fallacy of Status Quo It’s not that bad… If you don’t do anything, things will stay the same…
  20. 20. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The world has changed…
  21. 21. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Darwin’s Tree of life – seeking for a universal structure - 1809-1882 MAMMALS VERTEBRAES INVERTEBRAES BACTERIA ORGANISATION of facts, of elements, of knowledge VALUES Order Categories Sequences Patterns Unity
  22. 22. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Organisational Tree Model CONTROL of processes of knowledge of resources of people VALUES Hierarchy Loyalty Respect for chain of command Competition Organisation
  23. 23. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir How fast do you climb the ladder of success?
  24. 24. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Internet made the world smaller and messier
  25. 25. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Towards Networked Organisations
  26. 26. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir VALUES • • • • • • • • • • Cooperation Complexity Sharing Continuous Improvement Thinking outside the box Entrepreneurship – volunterring your contribution Flexibility Adaptability Determination Learning agility
  27. 27. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir 15 November 2013 Times have changed.... 27
  28. 28. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir from This to ThaT
  29. 29. Change of mindset Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir FROM • • • • • • • • • • • • • Tree model Being told what to do Focus on control Rigidity Ownership of methods, processes Silos Telling people what to do Bureaucracy Suspicion Predicitbility Uniformity Certainty Strong cultural identity TO Web model (the internet) Being proactive – being an active contibutor Focus on results & performance Innovation & flexibility - openness to new ideas Sharing best practices Use of all resources available Getting people engaged and motivated Empowerment & more delegation Trust Flexibility Diversity Uncertainty Being aligned with international practices
  30. 30. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The purpose of Change: Operational Excellence OE = E² Efficiency & Effectiveness 15 November 2013 + CI Continuous + Improvement 30
  31. 31. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Efficiency Meeting objectives - are you doing things right? Ratio between objectives & results - measurable SPEED & COST + Effectiveness Making best use of resources available – to work SMARTER – are you doing the right things? Ratio between accomplishments & resources used QUALITY
  32. 32. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Efficient but not Effective 80/20 32
  33. 33. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Pareto Principle 20/80 Rule • 20% of the effort - if it is focused & proactive - will generate 80% of the results = long term sustainability • 80% of unfocused effort (reactive) generates only 20% of the results = quick fix results, but ineffective & demotivating on the long term 15/11/2013 33
  34. 34. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Organisational change
  35. 35. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir You are NOT alone!!!!! We want people who … Have the right mindset – Continuous Improvement Understand the normal process of change Understand human psychology when it comes to change Can anticipate resistance and cope with it Are clear about their own sense of purpose – what they stand for Who can communicate briefly and concisely to all levels in the institution the importance of Strategic Management • Can explain clearly what SM is about • Can make full use of the resources available to them • • • • • •
  36. 36. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir It’s time to change your point of view
  37. 37. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Change is a process… Future State Acceptance Optimism/Relief Shock Testing Denial Current State Anger Bargaining Adapting TIME 37
  38. 38. Stages of Change Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Performance Denial Resistance Acceptance Exploration Commitment Growth Unconscious Incompetence Conscious Incompetence Conscience about Incompetence Conscious Competence Unconscious Competence Controlled Unconscious / Conscious Competence Evidence: Evidence: Evidence: Evidence: Evidence: Evidence: Explains away feedback Appears not to care Cautious Passive Guarded Disagrees with feedback Withdrawn Hostile Angry Difficult to talk to Willing to receive feedback Anxious Confused Guilty Aware Worried Interested in feedback Takes risks Questions Increasingly aware Open Comfortable with feedback Lacks fear Energised Confident Takes ownership Seeks feedback Tests new ideas (creative) Trusts own ideas (intuitive) Uses more than one way (flexible) Re-visits earlier phases (confident) Evaluates self Encouraging Facilitating Mentoring Training - Coaching is: Directing Understanding Supporting Approaches: Approaches: Approaches: Approaches: Approaches: Approaches: Tell Inform Ask questions Provide feedback Instruct Show Listen Observe Ask questions Provide feedback Help to manage symptoms Counsel Set short-term goals Ask questions Provide feedback Review /Reinforce Provide advice on: - Setting medium-term & long-term personal and business goals - Testing how much control - Dealing with problems Ask questions Provide feedback Stretch Share ideas Offer Advice Ask questions Provide feedback Challenge Available for advice Sounding board Help to develop new ideas Help to evaluate Ask questions Provide feedback Time
  39. 39. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir 4 topics identified • How to get engagement and support from the under secretary of your institution? What actions would take?How would you do it? • How to make more coherent the various SM documents. Which ones? and how? • Choose 3 strategic areas relevant to your institutions and define the main priorities and the KPIs – Key Performance Indicators - for each of them • What measures would you take to improve the SM capacity in your institution • Lack of incentives for implementing SM , beyond BAU – regular work duties
  40. 40. Influencing through Change Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Performance Denial Resistance Acceptance Exploration Commitment Growth Unconscious Incompetence Conscious Incompetence Conscience about Incompetence Conscious Competence Unconscious Competence Controlled Unconscious / Conscious Competence Evidence: Evidence: Evidence: Evidence: Evidence: Evidence: Explains away feedback Appears not to care Cautious Passive Guarded Disagrees with feedback Withdrawn Hostile Angry Difficult to talk to Willing to receive feedback Anxious Confused Guilty Aware Worried Interested in feedback Takes risks Questions Increasingly aware Open Comfortable with feedback Lacks fear Energised Confident Takes ownership Seeks feedback Tests new ideas (creative) Trusts own ideas (intuitive) Uses more than one way (flexible) Re-visits earlier phases (confident) Evaluates self Encouraging Facilitating Mentoring Training - Coaching is: Directing Understanding Supporting Approaches: Approaches: Approaches: Approaches: Approaches: Approaches: Instruct Show Listen Observe Ask questions Provide feedback Help to manage symptoms Counsel Set short-term goals Ask questions Provide feedback Review /Reinforce Provide advice on: - Setting medium-term & long-term personal and business goals - Testing how much control - Dealing with problems Ask questions Provide feedback Stretch Share ideas Offer Advice Ask questions Provide feedback Challenge Available for advice Sounding board Help to develop new ideas Help to evaluate Ask questions Provide feedback : Tell Inform Ask questions Provide feedback Time
  41. 41. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Signs of Denial and Resistance What we Hear • • • • • • • • • • • • What problem? I don’t care Not my problem! It doesn’t matter It’s a short-term issue I’ve always done it this way My team are great as they are Others are worse We don’t need to change You don’t understand I know my people My function is different What we See • • • • • • • • • • Defend the past Defend the present Aggressive Make excuses Put others down Kill the messenger… …but miss the message Blame everyone else Don’t listen Tell stories about past glories Hide away
  42. 42. Moving out of Denial and Resistance Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir What you might achieve: • • They start to think about the issue / challenge They accept that something needs to be done What you should NOT expect yet: • • They will see the way forward as clearly as you They understand what has to be done, and their role in it Possible actions: • • • • • • • • • • • Explain expectations Set / clarify some targets Define some performance indicators Provide evidence and give feedback about performance Get feedback from others Challenge their assumptions – ask questions Get people to visit other sites Explain the “big picture” Listen and show respect for their past: avoid blame Don’t offer detailed solutions yet Look for small early successes – quick wins
  43. 43. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Signs of Acceptance and Exploration What we Hear • • • • • • • • • • How did I get into this mess? What have I done wrong? It’s all my fault What’s happening? Tell me how to fix it Help! What can I tell my team? There must be a better way What can I do? What else can I do? What we See • • • • • • • • Little sense of direction Insecure Tentative / cautious / slow Looking for direction Seeking reassurance Seeking solutions Using resources Testing out options
  44. 44. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Moving on from Acceptance and Exploration What you might achieve: Possible actions: They understand what needs to be done, Accept their roles and responsibilities in it • • What you should NOT expect yet: • • • • • • • • • People stop talking about “the good old days” People never slipping back • • • Provide vision and overall direction… …but encourage them to work out how to get there Encourage them to set themselves goals Encourage open expression of feelings, positive and negative Emphasise the positives in what you see Focus on concrete, achievable first steps Give fast feedback about results Reward desired new behaviours Ensure systems and processes support the new approach Encourage experiments
  45. 45. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Signs of Commitment and Growth What we Hear • • • • • • • • • • Let’s just do it I can do that Now I understand it This is easy I don’t really miss it now It’s been tough, but I did it I’m / we’re stronger now It’s better than I expected How am I doing How could I do this better What we See • • • • • • • • • • • Accept responsibility Renewed energy, enthusiastic Communicative Listen Willing to learn Happy to trust Work independently Confident and take risks Flexible, creative Set stretch targets Challenge ourselves
  46. 46. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Maintaining Commitment and Growth What you might achieve: • • People understand that development and change is never-ending They are energised for continuous improvement What you should NOT expect: • • Nobody will ever slip back Nobody will ever get complacent Possible actions: • • • • • • • • • Constantly “raise the bar”: increased targets Keep providing feedback Celebrate successes Keep asking questions Use 360° feedback continuously Encourage learning and selfdevelopment Don’t punish unsuccessful experiments Be alert for “Unconscious incompetence” Job rotation
  47. 47. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Exercise in sub groups • At which stage of development is your Ministry when it comes to Strategic Management? • Are all people at the same stage? • How can you address the different people in a more effective manner?
  48. 48. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The importance of being aligned 48
  49. 49. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Play the same music
  50. 50. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Role & Responsibilities of the SM Facilitators Be an active contributor and initiator to… • Organise meetings – formally & informally with the Ministry of Finance and the Ministry of Development and Operational Managers • Run workshops & training sessions • Work closely with Technical Working Team • Coordinate services • Work together – share best practices, experiences, difficulties to promote CHANGE • Encourage linkage, collaboration, interactions to avoid silos and duplication of services • Promote the concept of working together • Managing up – building alliances, getting sponsors
  51. 51. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir 4 topics identified • How to get engagement from upper management • How to create linkage and interaction between planning, budgeting, etc. • Define Key Performance Indicators for SM • Need to improve the SM capacity in the institutions
  52. 52. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir See you tomorrow…

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