dr lee gruner 1 process of change. overview of session reflections on experiences of change managing...
TRANSCRIPT
Dr Lee Gruner
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Process of change
Overview of session
Reflections on experiences of changeManaging transitionsUsing a change model as a planning and
diagnostic toolUnderstanding types of change
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Promoting a better change process
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Managers need to aware that the “what” is often less important than the “how”
If we introduce a change by a process that supports and involves staff, the change is likely to be successful, irrespective of what the actual outcome ends up being
Often, change agents are so keen to achieve the outcomes, that they do not pay enough attention to the process
Why does change fail?
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No communication--staff confusion and rapid return to status quo
No empowerment of staff-- Haphazard efforts/ false starts
No short term wins--Cynicism and distrust
No consolidation of gains----sceptical and stagnate
No anchoring new approaches--go back to old ways
Change and Learning
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COMFORT ZONEDon’t learn or change
DISCOMFORT ZONE
Uncertainty/ learning
PANIC ZONE
Freeze/ don’t learn
Change and transition
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Change is situational: new site/ new boss/ new team role/new policy
Transition is the psychological process people go through to come to terms with new situations
Change is external, transition is internal
Source: Managing Transitions, Bridges W 1995
Change and transition
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Unless transition occurs, change will not work
Transition starts with an endingThe neutral zone is no man’s land between
the old reality and the newTransitions end with a new beginning
Three phases of transition ending
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Ending Neutral zone
Beginning
Start with an ending
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Most organisations start with a beginning rather than and finishing with it
They pay no attention to endingsThey do not acknowledge the existence of
the neutral zone , then wonder why people have so much difficulty with change
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Managing endings
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Help everyone to understand whyIdentify who’s losing what
What is actually going to change What are the secondary changes? Who is going to have to let go of something? What is over for everyone
Accept the reality and importance of subjective losses
Don’t be surprised by over reaction
Managing endings
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Acknowledge losses openly and sympathetically
Expect and accepts signs of grievingFind ways of compensating for the lossesDefine what's over and what isn't
Managing endings
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Mark endingsTreat the past with respectLet people take a piece of the old way with
thenShow how endings ensure continuity of what
really mattersGive information and keep doing it
Understanding why change is occurring
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People responsible for planning and implementing change often forget the first task of change management is to understand the destination and how to get there.
The first task of transition management is to convince people to leave home. If you remember this, you will save yourself a lot of heart ache.
Three phases of transition: Neutral Zone
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Ending
Neutral zone
Beginning
Neutral zone:
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Most dangerous time in transition processAnxiety rises and motivation fallsProductivity suffersOld weaknesses re-emergeStaff are overloaded, systems unreliable,
priorities get confused, information is mis-communicated
People become polarised, consensus breaks down, teamwork is undermined
“All Change is a mess in the middle”
Getting through the neutral zone
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Help people to understand whyCreate temporary systemsGive structure to changes
people cope better with significant change that is part of a larger whole than lots of unrelated changes
Three phases of transition: Beginnings
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Ending
Neutral Zone
Beginning
New Beginnings (4Ps)
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Happen when the transition process: Explains the basic purpose behind the outcome Paints a picture of how the outcome will look and feel Lays out a step by step plan for phasing in the
outcome Gives each person a part to play in both the plan and
the outcome
Theory of constraints
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Any improvement is a changeAny change is a perceived threat to security
There will always be someone who will look at the suggested change as a threat
Eliyahu Goldratt
Theory of constraints
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Any improvement is a changeAny change is a perceived threat to securityAny threat to security gives rise to
emotional resistance You cannot overcome emotional resistance by logic
alone
Eliyahu Goldratt
Theory of constraints
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Anyone who thinks you can overcome emotional resistance with logic alone has probably never been married
Eliyahu Goldratt
Theory of constraints
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Any improvement is a changeAny change is a perceived threat to securityAny threat to security gives rise to
emotional resistance Emotional resistance can only be overcome
by a stronger emotionEliyahu Goldratt
Share the problem, not the solution
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What to change? Pinpoint the core problems
What to change to? Construct simple practical solutions
How to cause the change? Induce the right people to invent these solutions They must own the problem
Eliyahu Goldratt
Types of change- extent and scope
Developmental This is incremental change Focuses on improvement of what already exists
Transitional Seeks to move to a new state that differs from the existing Unfreezing- moving to new position- refreezing (gelling)
Transformational Radical change Requires a shift in assumptions by organisation and staff Can change structure, culture and strategy
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Types of change
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OLDNEW
TRANSITION
BIRTH DEATH
REEMERGENCE
CHAOS
PLATEAU
GROWTH
Systems thinking and change
Change is often not orderly rational or controlledIn practice it is often chaotic with shifting goals,
discontinuous activities, shocks, unplanned and unexpected outcomes
Change in health care is likely to affect the whole system
This is what results in the most obvious stressEven with transformational change the
understanding of the transitional way of thinking can act as a support for the people in the midst of it
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