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Amtoft Organisationspsykologi Mail: Change management How to understand and deal with the reactions - during the process of change.

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Presentation on theme: "Amtoft Organisationspsykologi Mail: Change management How to understand and deal with the reactions - during the process of change."— Presentation transcript:

1 Amtoft Organisationspsykologi Mail: Change management How to understand and deal with the reactions - during the process of change 1.Managing the process of change – how do we react? 2.How do we think and react during the process of change? Why resistance towards changes? 3.What happens in modern organization during the process of change? 4.Managing the complexity in modern organizations – what is important? 5.The role and the person of the manager - Relational competencies of the manager 6.Tools and good advices

2 Amtoft Organisationspsykologi Mail: Approach and background : Teacher -76 psychologist-87 Approved clinical,family and organizational Psychologist Organisational development Facilitating and monitoring: Implementation Cross structural dialogues- Mergers and restructuring processes 18 years Education : Topmanagement and PM leadership changemanagement SIMI :E-MBA Coaching Individual competence devellopment

3 Amtoft Organisationspsykologi Mail: Fundamental principles for learning Meet as human beings.. Respect and listen to the stories It has to be: fun, interesting and safe to be here You have to risk to give Nobody is perfect… we all have strength and weakneses but only by investing yourself, you can work with it Real competence is not demanding or pretending that you are perfect,but to be courageous enough to be open, honest and visible with your strength and weaknesses, and develop them in relationships

4 Amtoft Organisationspsykologi Mail: Managing the process of change – how do we react?

5 Amtoft Organisationspsykologi Mail:

6 Storytelling Managing complexity and relations New future Changes The complex zone Learning process and sharing of knowledge Often calibration and follow-up A culture of improvisation Reflections Appreciatively approach Identity and authenticity strengthening Firm form Lizard structures At this moment On the way

7 Amtoft Organisationspsykologi Mail: Implementing change in organizations Due to your experiences: –what is important to be aware of as managers or change agents. Learning from these experiences : –What would you do differently in your next change proces Burning question to our topic –What would make your life so much easier, if you found the answer today…?

8 Amtoft Organisationspsykologi Mail: Managing the process of change – how do we think and react during changes?

9 Amtoft Organisationspsykologi Mail: Two simultaneous processes of recognizing the world around you Categorizing: Intellectual, rational understanding of the world (the changes) Do I see the necessity? Is it a logical process of change? Do I understand the plan, the organization and my academic qualifications in the future? Symbolizing: Emotional interpretation of the world (the changes) Do I like changes? Do I believe that the changes will benefit my position? What do I win/loose?

10 Amtoft Organisationspsykologi Mail: 2 basic psychological needs Power: Being i control of ones own life Manage the challenges you meet Having influence your own situation Feeling empowered Meaning: Making a difference in the big game. Feeling respected Being heard Understanding why Getting explanations that makes sense

11 Amtoft Organisationspsykologi Mail: Being part of the team, instead of against it Chess You plan and then you carry out the plan And believe you are in full control of the process Interactive videogames Continuous assessment and continuous negotiations Not possible to be outside the game One has to live with diversity Trust is crucial Many ready net-work groups and tools in the bag

12 Amtoft Organisationspsykologi Mail: How do we think and react during change processes? Is it resistance, emotinal reactions or broken dreams?

13 Amtoft Organisationspsykologi Mail: Doubt ?? About relations and identity Changes in status Self-esteem Positive work relations Changes Strategy - objective ThreatsPossibilities AnxietyJoy

14 Amtoft Organisationspsykologi Mail: Different reactions towards changes – lizards, inspectors, skinflints or front fighters What to do as a leader? Negative Traditionalists Security Loyalty Bearer of culture Sorrow, losses and powerlessness not in control of the future In need of rituals and honoring Bystanders hesitating Looking for meaning Ambivalences and doubts Fear of exposure In need of a push and a place to belong Change agents Proud Driven by performance Lots of energy the humblebee syndrome In need of reflections The opponents Fear Los of power/influence Politics Anger In need of influence and satisfaction Reactions on factors of change Passive Positive In interest of the changes Active

15 Amtoft Organisationspsykologi Mail: Be aware of war symptoms Making the world into demons Splitting (the good and the bad) Rearmament Scapegoating Blaming complaning Tabooing Disqualifications

16 Amtoft Organisationspsykologi Mail: What happens in the modern organization during the process of change?

17 Amtoft Organisationspsykologi Mail: Organisations during the process of change A demand for flexibility –Short term planning –Change in priorities –Overview anxiety Lack of absolute truths –No firm and visible goals over a long period of time –No right way to do things –Many unanswered questions and chronically irresolution Many things go beyond normal limits –Personal, professional, structural, cultural, morally and so forth –Lack of curiosity Strong ambivalence towards the management –The desire for a strong man/woman, who can take the responsibility and meet the irresolution –At the same time the employees want total control of themselves

18 Amtoft Organisationspsykologi Mail: The cycle of change MODSTAND Decreasing activity Sporadic indications Acknowledge- ment Introductory behavior Implementation Integration understand enjoy trust By in- process

19 Amtoft Organisationspsykologi Mail: Managing change in complexity – what is important?

20 Amtoft Organisationspsykologi Mail: It is difficult for many leaders to work with self-organizing processes because they are used to see them self as someone in control, realizing goal and create the future as individual heroes instead of simply being part of a process that continuously develop Patricia Shaw Nuclear physician and organizational consultant Management in complex organizations

21 Amtoft Organisationspsykologi Mail: How to manage complexity and employee relations The best practiced way Rules and handbook prescriptions Best practices Leaves you with the possibility of being in control, but there is a big risk, that the reality will overtake Chaos: My own way Individual learning Random common effort Complexity Many possible ways A question of usefulness and necessity: investigate what the situation as a whole calls for (partners, leaders and other complex systems) Evaluation Feedback Sparring Reviews

22 Amtoft Organisationspsykologi Mail: TID knowledge Decisions Reviews Feed-back Evaluation Improvisation New knowledge: embarrassing or useful? Sufficient knowledge to take the next step – not to guarantee the success

23 Amtoft Organisationspsykologi Mail: The role and the person of the manager - Relational competencies of the manager

24 Amtoft Organisationspsykologi Mail: The Alchemist by Paulo Coelho Well, there is only one advice I can give you, one of the most wise men said. The secret of happiness is to experience the worlds splendors without forgetting the two drops of oil in the spoon. The shepherd stood silently. He understood the old kings story. A shepherd loves wandering, but he never forgets his sheep. Amtoft & Vestergaard Organisationspsykologi &

25 Amtoft Organisationspsykologi Mail: Hard worker or heroic commander I can stand to climb the mountains, but the hard work over the flat steppes – that, I will never be able to handle Bertolt Brecht

26 Amtoft Organisationspsykologi Mail: Development of organisations and individuals Follow-up evaluation Practice and learn Time to reflectTrust Necessity Interruption Systems

27 Amtoft Organisationspsykologi Mail: Being a long waited guest Take off shoes. Doesn`t bring dirt into our house Admire our home and will not try to change it.. Brings interesting news Brings the good stories about us into the outside world Give us a positive mirroring. The story we like about ourselves! Could be a bridge to good network and influence Brings a present. Arrives when it suits us. Do not course us any trouble or extra work.Sometimes even useful. Helps laying the table or what is needed Appreciate our efforts and shows gratitude. Respectful towards our life and things, that surrounds us. Show us that we can make a difference Calls the next day and later telling us, what difference we had made… Entertaining, appreciating, respectful and developing.

28 Amtoft Organisationspsykologi Mail: Managing complexity and employee relations Basic trust –Alignment dialog Are you in or not? –Create meaning true dialog. What does it mean for you? –First the truth and the difficult messages from the leader? Creating a positive culture of learning –Net-working –Play around with knowledge and competences –Dialog and collective mindset in the organization - vertical as well as horizontal Reflection and hope –Positive acknowledgement –Confrontation with the reality and critical reflection –A Heliotrope follow-up: the management follows the sun

29 Amtoft Organisationspsykologi Mail: 3 domains Domain of esthetics Personal preferences Domain of production Domain of reflections 5.Th province

30 Amtoft Organisationspsykologi Mail: Like/dislike Passions Personal motivation Personal grounds and special competences + Performance, being seen and clear successes +be transparent and clear + autencity Personal choices 5.Th province Curiosity wondering Micro and macro- perspectives and things between Go from the simple and make it complex for a while Stay with details deepening processes Avoid performance and competition Ok being in doubt Qualifying decisions + connecting and coordinating differences Fast and many decisions KISS Avoid details Agenda and decisions as planed Fighting and discussions for your perspective Virtues and valuable behavior in the three domains Domain of reflections Learning relating Coordinating Individual Domain Esthetics and motivation Domain of production: action and doing

31 Amtoft Organisationspsykologi Mail: Allignment in the 3 domains Economic dimension What are the expectations to me? Do I get any kind of help? What are the rules? How is my effort rewarded? Social dimension What vision do I have to be part of? What values should we share? What informal rules about behavior and risk- sharing will hold good? What kind of group or team shall I be part of? Psychological dimension What can I gain from this? How chancy is it for me? What personal satisfaction will I obtain?

32 Amtoft Organisationspsykologi Mail: Meta-competence a lonely position A birds eye view of groups and activities Ensure the values and the frames around the group and the organization Ensure the connection between the part and the whole Never become too close to the group or an individual so that it is not possible to act according to the whole Be neutral Ensure the whole and all the involved Ensure the process of learning instead Live with and in dilemmas

33 Amtoft Organisationspsykologi Mail: Several tools and good advices

34 Amtoft Organisationspsykologi Mail: Advice to the managers - dealing with implementation and changes If possible present the factual knowledge and eventual structural changes (before) actual development plans. Talk to each individual and make extra time to talk to those who are especially touched by the changes in the project. Get them involved as early in the process as possible. Use former experiences on changes. Ask for stories and similar experiences. Use the learning points from before in an positive and proactive manner Listen to the stories told through out the organization concerning the changes. Those who are located fare away – do they have most of the stories? Start a dialog about this. Remember those who you dont think about!!

35 Amtoft Organisationspsykologi Mail: Advises…..continued Underline what shouldnt be changed Talk about your fascination Avoid giving to much general information, details of content and to much explanations to why the change is necessary. Try hard to create a story about the changes that makes sure that the past and each individuals perspective is recognized Be honest and tell what you dont know

36 Amtoft Organisationspsykologi Mail: Advises…. Continued Give up the idea, that only one solution is right. What seems right one moment can be impossible the next. Make a proces and plan for how you will collect new knowlegde. Try, practice and evaluate. Meet in the 5th province.Reviews Educate managers, project-managers and change-agents in dealing with complex thinking. Do not pretend there is an easy solution – there never is! Realize that you cannot control the complexity – you have to embrace it. Be in charge not in controle

37 Amtoft Organisationspsykologi Mail: The apriciative focus Placebo focus instead of looking for mistakes. Go through whats going on, does it work, and why does it work. Strengthening the forces of the system Resource archaeology: digging up the competences by storytelling and redefining the stories. (Look for beautiful and positive stories and make them bigger) Create process that ensure as many voices to be heard as possible. These processes cannot be made hierarchically

38 Amtoft Organisationspsykologi Mail: Meetings in the 5.th province Mindset and ethical framework No one has a monopoly of visions and goals. Everyone must keep an open mind to others views, and not argue with them. We are curious, not censorious. We welcome disagreement - diversity is an asset. We do not criticise others actions, their motives or their ideas. We constantly examine others versions of reality. We welcome problems and problematic points of view, including those which are brought forward without solutions. In this forum, we discuss possibilities, ideas and new courses of action. We focus on the future.


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