behave for a change presentation for web
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Behave for A Change
Office of State Personnel
Today’s Discussion
The Change Situation
Change and Transition
Why People Resist Change
Kotter’s 8 Stages
Popular Mistakes
The Change Situation
Change hasn’t changed
Change upsets our understanding of the the reality of things
Change requires risks
Change unhinges us – it requires new behaviors
Change threatens us on all levels
Change…
Is a process, not an event
Is made by individuals, then organizations
Is a highly personal experience for those involved
Involves gradual growth in feelings and skills
It Isn’t the Changes That Do You In... It’s the Transitions
Change is situational Move to a new site Reorganization of roles on the team Revisions to the pension plan
Transition is psychological
Has an emotional, feeling component
The Ending Begin with the ending Letting go; identify and acknowledge the
loss Give people something to take with them
The Neutral ZoneOpportunity, creativity, learning, involvement
The New Beginning Develop new identity
3 Phases of Transition
Why Do People Resist?
Feel they will suffer
Organization does not communicate clearly
Perceive more work with few opportunities
Required to give up ingrained habits
Organization lacks adequate rewards
Organization lacks sufficient resources
Solicit employee input
Script a clear, logical message
Provide rewards and incentives
Identify new behaviors to support the change
Develop rewards aligned with the change
Prioritize work based on available resources
Why Do People Resist?
Loss of job security
Employees harbor
unresolved resentments
Change has poor introduction
Organization has poor internal communication
Communicate how employees and the organization will benefit from renewed relevance
Allow employees to express their griefAcknowledge missteps; reaffirm commitment and clarify expectations & timelineDelegate communication tasks to one person/team
Producing change
Is 80 percent leadership- establishing direction, aligning, motivating, and inspiring people-
And 20 percent management - planning, budgeting, organizing, and problem solving
Unfortunately, in most of the change efforts, these percentages
are reversed
What is change management?
A structured process and set of tools
for leading the people side of change.
Change Management Improves Your Odds
More than 70% of change efforts fail because of failure to focus on people issuesWhy change efforts fail: Resistance to change 82% Inadequate sponsorship 72% Unrealistic expectations 65% Poor project management 54% Inadequate business case 46% No change management program 43%
Kotter’s 8 Stages of Change Management
Increase Urgency
Build the Guiding Team
Get the Vision Right
Communicate for Buy-In
Empower Action
Create Short Term Wins
Don’t Let Up
Make Changes Stick
Stage 1: Increase Urgency
Raise a feeling of urgency so folks say-“let’s go”!
What Works:Show others the need for change [use valid information and data]Never underestimate how much complacency, fear and anger may exist
Stage 2: Build the Guiding Team
Form a group that has the capability
to guide the change process
What Works:
Showing enthusiasm and commitment
Modeling trust and teamwork
Team Functions
Task Orientation – Set clear and simple goals.
Roles - Assign a unique job to each team member.
Share Ideas – Brainstorm methods
Feedback – Share positive, frequent feedback on progress
High Expectations – Challenge team members to produce the best work possible
Managing Team Meetings
Call meetings only when they are
needed
Invite only only those persons needed
Keep meetings on track
Prepare an agenda
Make your goal a short meeting
Stage 3: Get The Vision Right
Create the right vision and strategies
to guide action
What Works:
Trying to see -literally- possible futures
Vision so clear- it can be articulated in one minute or written on 1 page
Stage 4: Communicate for Buy-In
Communicate change vision and strategies to
create understanding and buy-in
What Works:
Keeping communication simple and heartfelt- not complex and technical
Know what your folks are “feeling”
Speak to anxieties, fear, confusion, anger
Communicating the Change
Identify the what and why of the change.
Target specific results.
Don’t dump information on people.
Welcome questions and feedback.
Acknowledge the feelings associated with
the change
Communication Tips
Give constructive feedback.
Be tolerant of mistakes.
Praise in public, criticize in private.
Once you've delegated, never take it
back (except in impending disaster!)
Remember this…
TELL ME I will forget
SHOW ME I might remember
INVOLVE ME I will never forget
Stage 5: Empower Action
Deal effectively with obstacles that block
action.
What Works:
Find folks with change experience who can state “we won and you can too”
Stage 6: Create Short-Term Wins
Produce short-term wins to energize the changehelpers, enlighten pessimists, defuse cynicsand build momentum
What Works:Early wins that come fastWins that are visible to as many people as possibleWins that speak to powerful players whose support you need but do not yet have
Stage 7: Don’t Let Up
Continue with wave after wave of change,not stopping until the vision is a reality
What Works:Looking for ways to keep the urgency upAs always- show ‘em, show ‘em, show ‘em
Stage 8: Make Change Stick
Be sure the changes are embedded so
that the new way of operating will stick
What Works:
Not stopping at Step 7- it isn’t over until the changes have roots
The Four Most Popular Mistakes for Failure
Writing A Memo Instead of Lighting A Fire
Change efforts fail at the first critical step - establishing a sense of urgency
Too often leaders launch their initiatives by calling a meeting then expect people to “buy-in”
Talking Too Much and Saying Too Little
Most leaders under-communicate their change vision by a factor of 10
An effective change vision must include new, aligned behaviors on the part of senior executives
Leading by example
People watch their bosses very closely
Inconsistent behavior by a manager fuel the cynicism and frustration
Declaring Victory Before the War Is Over
It is important to celebrate results but underestimating the difficulty and duration of organizational transformation can be catastrophic
If you settle for too little too soon, you will probably lose it all
Celebrating incremental improvements is good to mark progress and sustain commitment - but don't forget how much work is still needed
Looking For Villains In All The Wrong Places
The perception that organizations are filled with managers who resist all change is not only unfair but untrue
People at every level are engaged in change processes
That's why it is crucial to build a guiding coalition that represents all levels of the organization
Points to Remember
Change takes time and persistence Individuals go through stages in the change process Individuals have different needs at different stages Successful change efforts require planning, organization, resources and action Change is more likely to occur when a team is given responsibility for managing implementation
References
Kotter, John P., (2002) The Heart of Change, Real Life Stories of How people Change Their Organizations
Bridges, William (2003) Managing Transitions: Making the Most of Change 2nd edition
Good Luck !
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