managing change by mirza yawar baig
TRANSCRIPT
Managing change in uncertain times
Mirza Yawar BaigOpening the world, one mind at a time©
Work Experience: International Speaker, Trainer, Author, Coach,
Leadership Consultant with 16 years in Corporate General Management, 31 years in Training & Organizational Development, Family Business & Entrepreneurship
Director / Professional Member: Center for Conflict Resolution & Human Security Indian Society for Applied Behavioural ScienceEntrepreneur: 1994: FoundedEducation: IIM-A , P-CMM®, MBTI©, WSA©, ISABSBooks include: The Business of Family Business An Entrepreneur’s Diary Hiring Winners 20.10.2010-55 – Life Lessons of 55 years Leadership is a Personal Choice Life is but a dream
Member Consultant Panel:USA GE Corporate University, Crotonville AMA International, New York Andersen Corporate University, MNIndia SVP National Police Academy, Hyderabad AP Police Academy, Hyderabad SSB Academy, Gwaldam, Uttar Akhand LBS Academy of Administration, Mussoorie
Clients Include:GE, Oracle, Motorola, Microsoft, IBM, Digital-Compaq, NationalSemiconductor, Unilever, BSNL, Tata Indicom, Colgate, Asian
Paints,Siemens, Wartsila, MphasiS, CavinKare, EXL Service, World
Bank, ICRISAT, World Fish, Tata Corporate, J & J, Accenture, Zeneca
Seeds, Shanta Biotech, Advanta, Reuters, Air India, Yusuf Bin Ahmed
Kanoo,Olam, Regal Beloit, Reliance World, NIS Sparta, AMKA, Emami
Group,Suzlon, JP Morgan, SEW Infrastructure, LANCO, Expolanka,
Brandix
www.yawarbaig.com
Agenda1. How to influence
change2. Inhibitors of change3. Self-analysis – Fractal
theory4. Building support
5. Knowledge edge6. Your Temperament7. System thinking8. Careers in Global
Corps9. Change Project
“We didn’t do anything wrong but somehow we lost.”
1. Just because you don’t see it coming doesn’t mean it will miss you
2. Our choice: Keep checking and catch it or die not even knowing why
3. Dinosaurs didn’t know why, but they still died
How to enable change to happen and sustain it
Critical rules to influence change
Food for ThoughtIn times of change, learners inherit the
earth; while the learned find themselves beautifully equipped to live in a world that no
longer exists. ~ Eric Hoffer
Food for Thought The natural energy for changing reality comes from holding a picture of what might be that is more important to people than what is. ~ Peter Senge
Personal side of Change1. People don’t resist change; they resist
being changed2. People do things for their reasons, not
yours
4 - Critical Rules for Influencing Change
How to enable change to happen and sustain it
How many of you liked this exercise?
1. Unexplained change is uncomfortable
People need to understand the reasons for change in order to buy-in to the process
How many of you thought it impossible to
make the changes?2. The goals of change always appear
to be impossible at first As we view them from the perspective
of past experience (rear view mirror)
What was the first thing you changed?
3.Most change is seen as losing something. But some people will always make
the paradigm switch from ‘loss’ to ‘gain’. Such role models are critical to driving any change. Leaders are the best role models
How many of the changes you made, are
still with you?4. If change is not seen as
beneficial for the system it will not sustain itself. The only exception to this rule is
when the change is drastic and dramatic and to revert to the old situation is impossible
The Threat Fear of the unknown Giving up the known and secure is difficult,
no matter how undesirable the existing state may be.
Those who have not experienced the benefits of significant change will see this period as a threat.
The Opportunity To embrace new ways of thinking, doing
things, relating to people. People who have been through changes and had
a positive experience will remember and be more willing to go through it again. These are good role models and invaluable in influencing others.
Reality of Change1. To survive 2. To grow3. To drive
Adapt Anticipate Transform
The choice is always yours
Exercise1. What is the single biggest change
challenge that you anticipate in your life?1. What do you see as your main strength to
face it?2. What do you fear the most?3. What is your plan to overcome this fear?
20 minutes
Managing ChangeMake friends with ‘SARAH’
Managing Change• Remember the ‘SARAH’ Process S Shock A Anger R Resistance / Denial A Acceptance H Hope / Help
Elizabeth Kubler-Ross’: Research with terminally ill patients
Three Types of Change William Bridges
1. Developmental Incremental Growth
2. Transitional Giving up the old/embracing the new
3. Metamorphic Changes in basic structure and form
Developmental (Incremental Growth)
1. Occurs when an organization or a single employee is asked to increase the level of expertise or knowledge to meet daily workplace challenges
2. Of the three types of change, it is the least threatening and easiest to manage
Transitional (Giving up the old/embracing the new)
1. Requires leaving the old way of doing things behind and introducing new ways
2. This is more threatening because it often requires you to give up or let go of something known or comfortable
Metamorphic (Changes in basic structure and form)
1. Will redefine, to a major degree, the way you will do business in the future
2. The most threatening of all types of change. It deals with major shifts in the way things were done
Managing People’s Emotions1.Thoughts2.Feelings3.Words4.Actions
1. Take an actual change process you were involved in and see how you managed these processes.
2. Please list the things you need to do in terms of actual actions?
The Four Phases of Transition
Time High
Low
High
Satisfaction &
Productivity
Denial / Anger
Commitment
Resistance /Acceptance
Resolution /
Exploration
William Bridges’ Model
Phase One – Denial : What you will see & What you
should doUnderstanding Loss:
Shock, anger, numbness, denial, withdrawal, focus on past
Loss of SecurityLoss of ProficiencyLoss of RelationshipsLoss of TurfLoss of Sense of Direction
Accept the lossAnalyze: What is the real
loss? What is the worst case
scenario?Expect the signs of
grievingProvide reassuranceReview existing policies
and proceduresReiterate goal & objectives
Phase 2- Resistance : What you will see & What you
should doAnger, blame and
doubtGetting sickStubbornnessComplaining, blaming
Acknowledge feelings and do a lot of listening
Respond by showing you understand how they feel
Don’t try to talk them out of the way they feel
Offer support
Phase 3 - Exploration : What you will see & What you
should doChaos,
indecisiveness and low energy
Unfocused workExploring
alternativesLearning new skills
Help employees and co-workers set priorities and then focus on achievement
Provide any training to increase both skill and knowledge
Set short-term goals with objectives for achievement
Phase 4 - Commitment : What you will see & What you
should doFocus, teamwork and
visionCooperationExcitementBalance
Set long-term goals, including benchmarks
Concentrate on creating a team environment.
Create a departmental mission statement
Establish rewards and apply them liberally
The ability to manage change is the single most
critical factor in determining organizational
and personal success.
Reinforcing Change1. If you want people to do something, give them a
reason to do it.2. To reinforce changed behavior it is essential to
link it to reward and recognition.3. Alignment to Core Ideology happens best when
it is linked to compensation and career development.
People do things for their reasons; not yours
Change and MotivationV x E = M
VALUES X EXPECTANCY = MOTIVATION
“What’s in it for me?” (WiiFM)“Am I confident it can/will happen?…then,
perhaps, I will”
Change and MotivationVALUES (WiiFM)
Personal goals Beliefs Culture Security Power Recognition Involvement
EXPECTANCY (Confidence)
Skills Resources Perceived abilities Work environment Opportunity Credibility
Exercise1. What are the major challenges that you
face with respect to change?1. Where do you see yourself on the phases
of change?2. What do you see as your main inhibitors?3. What do you see as your main enablers?
20 minutes