Leading and Leading and managing changemanaging change

Jocelyn WyburdJocelyn WyburdUniversity of ManchesterUniversity of Manchester

With thanks to the Leadership Foundation for With thanks to the Leadership Foundation for Higher Education for material and insights via Higher Education for material and insights via

one of their training programmesone of their training programmeshttp://www.lfhe.ac.uk/http://www.lfhe.ac.uk/

Leaders and managers….Leaders and managers….►Work in a continual environment of changeWork in a continual environment of change

which might simply be incremental which might simply be incremental improvement: to operations, systems, or improvement: to operations, systems, or peoples’ skills, peoples’ skills,

but sometimes involves leading radical but sometimes involves leading radical change: initiated by ourselves, or thrust upon change: initiated by ourselves, or thrust upon usus

►So, how do we manage this in ourselves So, how do we manage this in ourselves AND ensure that staff are able to respond AND ensure that staff are able to respond positively to either of these change positively to either of these change agendas?agendas?

Effective leaders provide a Effective leaders provide a sense of purpose and direction sense of purpose and direction for change management. They:for change management. They:►Share the vision – creating a clear and Share the vision – creating a clear and

simple picture of what the future will simple picture of what the future will look like, and the benefitslook like, and the benefits

►Engage with emotions as well as logicEngage with emotions as well as logic►Define criteria to gauge ‘success’Define criteria to gauge ‘success’► Inspire commitmentInspire commitment►Ensure ongoing support and resourcesEnsure ongoing support and resources

Reflect on a change you Reflect on a change you were/are involved in….were/are involved in….

► Was it your choice originally?Was it your choice originally?► How did you feel initially?How did you feel initially?► How did those feelings change at different How did those feelings change at different

stages?stages?► What/who helped you and how?What/who helped you and how?► What/who hindered you and how?What/who hindered you and how?► How did you help/hinder yourself?How did you help/hinder yourself?► What have you learned from this experience What have you learned from this experience

and what would you do differently next time?and what would you do differently next time?

The Kolb ModelThe Kolb Model

Testing Thinking

Finding WHAT?

Asking WHY?

Before the CHANGING

Theorising

Asking WHY?

Finding WHAT?

Discovering HOW?

Looking at IF?

Transition CycleTransition Cycle

Shock

Defensive

Retreat

Adjustment

Acknowledge-ment

Change models: Kübler Ross Change models: Kübler Ross transition/grief cycletransition/grief cycle

1.1. DenialDenial2.2. AngerAnger3.3. BargainingBargaining4.4. DepressionDepression5.5. AcceptanceAcceptance

Adaptation to business Adaptation to business contextcontext

http://www.rapidbi.com/images/management-models/personal-change-model-curve.jpg

Adaptations of Kübler Ross to Adaptations of Kübler Ross to change management scenarioschange management scenarios

http://www.rapidbi.com/images/management-models/change-curve-2.jpg

Planning changePlanning change► Be clear about the ‘goal’ of change (in your Be clear about the ‘goal’ of change (in your

own mind, in order to convey this to others) – own mind, in order to convey this to others) – develop a clear visiondevelop a clear vision

► Be clear about what exactly needs to changeBe clear about what exactly needs to change► Identify steps in the change processIdentify steps in the change process► Avoid undue hasteAvoid undue haste► Identify change agents and resistors (not just Identify change agents and resistors (not just

people)people)► Inspire confidence by Inspire confidence by

forestalling problems/ planning for contingencies forestalling problems/ planning for contingencies monitoring processes/progressmonitoring processes/progress communicating regularlycommunicating regularly

Kanter et al 10 commandments Kanter et al 10 commandments for bringing about lasting for bringing about lasting

change change 1.1. Analyse the organisation and its need for changeAnalyse the organisation and its need for change2.2. Create a shared vision and common directionCreate a shared vision and common direction3.3. Separate from the pastSeparate from the past4.4. Create a sense of urgencyCreate a sense of urgency5.5. Support a strong leadership roleSupport a strong leadership role6.6. Line up political sponsorshipLine up political sponsorship7.7. Craft an implementation planCraft an implementation plan8.8. Develop enabling structuresDevelop enabling structures9.9. Communicate, involve people, and be honestCommunicate, involve people, and be honest10.10. Reinforce and institutionalize the changeReinforce and institutionalize the change

Kanter, Stein, and Jick. Kanter, Stein, and Jick. The Challenge of Organizational The Challenge of Organizational ChangeChange. Free Press, 1992, Page 383. Free Press, 1992, Page 383

Kurt Lewin’s change modelKurt Lewin’s change model► Organisations are a combination of ‘driving Organisations are a combination of ‘driving

forces for’ and ‘resistors to’ change. When forces for’ and ‘resistors to’ change. When these are balanced, the organisation is these are balanced, the organisation is stable/staticstable/static

► ‘‘readiness to change’ – i.e. both an awareness readiness to change’ – i.e. both an awareness and commitment - needs to be createdand commitment - needs to be created

► This requires a 3 stage processThis requires a 3 stage process Stage 1 – UnfreezingStage 1 – Unfreezing Stage 2 – Change/transitionStage 2 – Change/transition Stage 3 – RefreezingStage 3 – Refreezing

To ‘unfreeze’ …To ‘unfreeze’ …► Identify and exploit dissatisfaction with Identify and exploit dissatisfaction with

the status quothe status quo► Introduce additional forces for change Introduce additional forces for change

(e.g. new targets, reduced budgets)(e.g. new targets, reduced budgets)►Reduce resistance to change (e.g. Reduce resistance to change (e.g.

exploit staff expertise; underpin exploit staff expertise; underpin change with comprehensive training change with comprehensive training and development)and development)

To ‘change’ …To ‘change’ …►Establish new modes of behaviourEstablish new modes of behaviour►Ensure appropriate and articulated Ensure appropriate and articulated

reporting relationshipsreporting relationships►Create new incentive systemsCreate new incentive systems►Adopt an appropriate style of Adopt an appropriate style of

leadership and management to ensure leadership and management to ensure efficacy at different stagesefficacy at different stages

To ‘refreeze’ …To ‘refreeze’ …►Once the desired outcome is reached, Once the desired outcome is reached,

celebrate successcelebrate success►Establish the balance as being at this Establish the balance as being at this

higher level of performancehigher level of performance►Ensure appropriate supporting Ensure appropriate supporting

mechanisms to positively reinforce the mechanisms to positively reinforce the new ways of working (e.g. new ways of working (e.g. performance management)performance management)

Coping with resistance to Coping with resistance to changechange

►Why do people resist?Why do people resist? Insecurity (job, status, environment)Insecurity (job, status, environment) Fear of criticismFear of criticism Loss of colleagues/workmatesLoss of colleagues/workmates Difficulty of learning new skillsDifficulty of learning new skills Anxiety about moving out of working Anxiety about moving out of working

comfort zonescomfort zones Loss of job interestLoss of job interest

Helping people to accept Helping people to accept change:change:

► Consider how they will be affectedConsider how they will be affected► Plan change carefullyPlan change carefully► Involve them in the changeInvolve them in the change► Consult and inform frequentlyConsult and inform frequently► Be firm but flexibleBe firm but flexible►Make controversial change as gradually as Make controversial change as gradually as

possiblepossible►Monitor the changeMonitor the change►Develop a ‘change’ philosophy – more Develop a ‘change’ philosophy – more

‘continuous improvement’ than ‘change’‘continuous improvement’ than ‘change’

Some possible actions:Some possible actions:► Involving/Communicating via a range of Involving/Communicating via a range of

forafora►Programme of strategic training/retrainingProgramme of strategic training/retraining►Performance management to discuss job Performance management to discuss job

enrichmentenrichment►Performance review to discuss career Performance review to discuss career

planning, which might include planning, which might include education/re-educationeducation/re-education

►Consider how to re-establish loyaltyConsider how to re-establish loyalty

Stakeholder analysisStakeholder analysis

Should be satisfied despite lack of interest

LOW Strength of interest in the change process HIGH

LOW

Rela

tive

Powe

r

HIG

H

Should not be prioritised at the

expense of others

Should be kept fully informed of

events and progress

No1 priority – essential they are

informed and satisfied

In other words….In other words….

SPECTATORS

LOW Strength of interest in the change process HIGH

LOW

Rela

tive

Powe

r

HI

GH

SCEPTICS/CYNICS SABOTEURS

PLAYERS

Some, but not all, may be shifted or may need to be shifted

Rogers (1983) categorises Rogers (1983) categorises individuals as:individuals as:

► Innovators (2.5%)Innovators (2.5%)►Early adopters (13.5%)Early adopters (13.5%)►Early majority (34%)Early majority (34%)►Late majority (34%)Late majority (34%)►Laggards (16%)Laggards (16%)

Have a sense who is who and Have a sense who is who and how/when/if they can become ‘players’how/when/if they can become ‘players’

http://www.rapidbi.com/images/management-models/change-management%20continuum.jpg

ResourcesResources► Management Models for use in Coaching and Organizational Management Models for use in Coaching and Organizational

Development: Development: http://www.rapidbi.com/created/managementmodels.htmlhttp://www.rapidbi.com/created/managementmodels.html

► Businessballs: free ethical learning and development resource for Businessballs: free ethical learning and development resource for people and organizations http://www.businessballs.com/people and organizations http://www.businessballs.com/

► Kanter, Stein, and Jick (1992) Kanter, Stein, and Jick (1992) The Challenge of Organizational The Challenge of Organizational ChangeChange.. Free Press, 1992 Free Press, 1992

► Kurt Lewin’s change model explained: Kurt Lewin’s change model explained: http://changingminds.org/disciplines/change_management/lewin_http://changingminds.org/disciplines/change_management/lewin_change/lewin_change.htm change/lewin_change.htm http://intra.som.umass.edu/mpm/pages/LRP-Lecture5/sld010.htm http://intra.som.umass.edu/mpm/pages/LRP-Lecture5/sld010.htm

► Rogers, E. M.Rogers, E. M. (2003). (2003). Diffusion of innovations (5th ed.)Diffusion of innovations (5th ed.). New . New York: Free Press.  Rogers Adoption/Innovation curve: York: Free Press.  Rogers Adoption/Innovation curve: http://www.12manage.com/methods_rogers_innovation_adoptionhttp://www.12manage.com/methods_rogers_innovation_adoption_curve.html _curve.html http://www.valuebasedmanagement.net/methods_rogers_innovathttp://www.valuebasedmanagement.net/methods_rogers_innovation_adoption_curve.html ion_adoption_curve.html