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 ChangeTRANSCRIPT
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IMPROVED STRATEGIC MANAGEMENT
CAPACITY PROJECT
October 2013
Change Management – Session 1
Jocelyne Rasé
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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?
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If you want
to go FAST,
go alone
If you want
to go FAR,
go together
Not everyone runs
at the same pace
We need to be
aligned
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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?
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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
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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?
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Comfort zone
Panic zone
Strech zone
Dead zone
Per
form
ance
zon
es -
Atti
tude
tow
ards
cha
nge
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Time
Mot
ivat
ion
-P
erfo
rman
ce
Panic zone
Boredom
Disillusion
Fatigue
Demotivation
Stimulation
Energy
Idealism
Excitement
Resilience
Stretch zone
Illness
Exhaustion
Breakdown
Burnout
DEAD ZONE
Comfort zone
The normal curve of change
Temporaty incompetence
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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
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Time
Mot
ivat
ion
-P
erfo
rman
ce
Panic zone
Boredom
Disillusion
Fatigue
Stimulation
Energy
Idealism
Excitement
Resilience
Stretch zone
Comfort zone
1 2 3 4 5 Coaching 6 7 8 9 10
10 9 8 7 6 Being directive 5 4 3 2 1
Illness
Exhaustion
Breakdown
Burnout
DEAD ZONE
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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.
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Debrief - Game about Change
• 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
Lessons learned:
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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
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Are you
stepping
IN
or
OUT?
Change is like going through a door
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You have to leave A to go to B
A B
?
Neutral Zone
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A
ENDING
Leave the situation behind
NEUTRAL ZONE
Between old and new reality
B
BEGINNINGNew understanding,
new attitudes, new ideas,
new behaviors
• What exactly has changed?
• What exactly is over?
• How can I keep in touch?
• What remains the same?
• Are you tempted to fall
back on status quo?
• Are you fluctuating
between wanting &
resisting the change?
• Are you alone in this?
• What exactly will change?
• What does it look like?
• Are you predicting success or
failure?
• 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
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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
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Why Change?
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The Fallacy of Status Quo
It’s not that bad…
If you don’t do anything, things will stay the same…
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The world has changed…
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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
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The Organisational Tree ModelCONTROL
of processes
of knowledge
of resources
of people
VALUES
Hierarchy
Loyalty
Respect for chain of command
Competition
Organisation
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How fast
do you climb
the
ladder
of
success?
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The Internet made the world smaller and messier
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Towards Networked Organisations
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VALUES
• Cooperation
• Complexity
• Sharing
• Continuous Improvement
• Thinking outside the box
• Entrepreneurship –
volunterring your
contribution
• Flexibility
• Adaptability
• Determination
• Learning agility
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Times have changed....
15 November 2013 27
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edilmektedir from This to ThaT
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edilmektedir Change of mindsetFROM TO
• Tree model Web model (the internet)
• Being told what to do Being proactive – being an active contibutor
• Focus on control Focus on results & performance
• Rigidity Innovation & flexibility - openness to new ideas
• Ownership of methods, processes Sharing best practices
• Silos Use of all resources available
• Telling people what to do Getting people engaged and motivated
• Bureaucracy Empowerment & more delegation
• Suspicion Trust
• Predicitbility Flexibility
• Uniformity Diversity
• Certainty Uncertainty
• Strong cultural identity Being aligned with international practices
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edilmektedir The purpose of Change:
Operational Excellence
OE = E² + CIEfficiency Continuous
& Effectiveness + Improvement
15 November 2013 30
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EfficiencyMeeting objectives - are you doing things right?
Ratio between objectives & results - measurable
SPEED & COST
+
EffectivenessMaking best use of resources available
– to work SMARTER – are you doing the right things?
Ratio between accomplishments & resources used
QUALITY
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32
Efficient
but not Effective
80/20
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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
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Organisational change
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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
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It’s time to change your point of view
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Change is a process…
37
Current
State
Future
State
TIME
Optimism/Relief
Shock
Denial
Anger
BargainingAdapting
Testing
Acceptance
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Time
Denial
Unconscious
Incompetence
Evidence:
Explains away
feedback
Appears not to care
Cautious
Passive
Guarded
Resistance
Conscious
Incompetence
Evidence:
Disagrees with
feedback
Withdrawn
Hostile
Angry
Difficult to talk to
Acceptance
Conscience about
Incompetence
Evidence:
Willing to receive feedback
Anxious
Confused
Guilty
Aware
Worried
Exploration
Conscious
Competence
Evidence:
Interested in feedback
Takes risks
Questions
Increasingly aware
Open
Commitment
Unconscious
Competence
Evidence:
Comfortable with feedback
Lacks fear
Energised
Confident
Takes ownership
Evidence:
Seeks feedback
Tests new ideas (creative)
Trusts own ideas (intuitive)
Uses more than one way (flexible)
Re-visits earlier phases (confident)
Evaluates self
Growth
Controlled Unconscious /
Conscious Competence
Per
form
ance
Directing
Approaches:
Tell
Inform
Ask questions
Provide feedback
Understanding
Approaches:
Instruct
Show
Listen
Observe
Ask questions
Provide feedback
Supporting
Approaches:
Help to manage symptoms
Counsel
Set short-term goals
Ask questions
Provide feedback
Encouraging
Approaches:
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
Facilitating
Approaches:
StretchShare ideasOffer AdviceAsk questionsProvide feedback
Mentoring
Approaches:
Challenge Available for adviceSounding boardHelp to develop new ideasHelp to evaluateAsk questionsProvide feedback
Training - Coaching is:
Stages of Change
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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
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Time
Denial
Unconscious
Incompetence
Evidence:
Explains away
feedback
Appears not to care
Cautious
Passive
Guarded
Resistance
Conscious
Incompetence
Evidence:
Disagrees with
feedback
Withdrawn
Hostile
Angry
Difficult to talk to
Acceptance
Conscience about
Incompetence
Evidence:
Willing to receive feedback
Anxious
Confused
Guilty
Aware
Worried
Exploration
Conscious
Competence
Evidence:
Interested in feedback
Takes risks
Questions
Increasingly aware
Open
Commitment
Unconscious
Competence
Evidence:
Comfortable with feedback
Lacks fear
Energised
Confident
Takes ownership
Evidence:
Seeks feedback
Tests new ideas (creative)
Trusts own ideas (intuitive)
Uses more than one way (flexible)
Re-visits earlier phases (confident)
Evaluates self
Growth
Controlled Unconscious /
Conscious Competence
Per
form
ance
:
Directing
Approaches:
Tell
Inform
Ask questions
Provide feedback
Understanding
Approaches:
Instruct
Show
Listen
Observe
Ask questions
Provide feedback
Supporting
Approaches:
Help to manage symptoms
Counsel
Set short-term goals
Ask questions
Provide feedback
Encouraging
Approaches:
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
Facilitating
Approaches:
StretchShare ideasOffer AdviceAsk questionsProvide feedback
Mentoring
Approaches:
Challenge Available for adviceSounding boardHelp to develop new ideasHelp to evaluateAsk questionsProvide feedback
Training - Coaching is:
Influencing through Change
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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
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edilmektedir Moving out of Denial and Resistance
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
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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
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edilmektedir Moving on from Acceptance and Exploration
What you might achieve:• 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
Possible actions:• 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
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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
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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 self-
development
• Don’t punish unsuccessful experiments
• Be alert for “Unconscious
incompetence”
• Job rotation
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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?
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48
The importance of being aligned
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Play the same music
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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
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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
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See you tomorrow…