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Managing Change, Resistance, And Conflict Gemini Skills Workshop May 1998.

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1 Managing Change, Resistance, And Conflict Gemini Skills Workshop May 1998

2 - 2 - MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Objectives To appreciate change at an organisational and a personal level To provide some sensible models that describe the process of change, in order for it to be managed as a process To understand how to be proactive in managing the change process and reducing resistance To understand the good and bad sides of conflict

3 - 3 - MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential... creates personal change –Technology –Economy –Government –Society –Customer/competitors –Strategies –Structures/de-layering –Practices –Processes –Products –Role –Responsibilities –Habits –Thinking –Values –Behaviors Truths about change - why it happens External change... creates organisational change... Change thus requires individuals and organisations to think, act, and perform differently No matter how well motivated, an individual cannot make change alone... and an organisation changes only as fast as the percentage of people within the organisation change... thus the individuals within an organisation are as important as the leaders in changing organisations Our model is predicated on involving all parts of an organisation in making sustainable change.

4 - 4 - MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential The Five Essential Ingredients of Change Vision Action Plans/ Rewards Action Plans/ Rewards Capability to Change Capability to Change Willingness to Change Willingness to Change Sense of Urgency Sense of Urgency Successful Change The process can break down if any of these five are not in place.

5 - 5 - MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential A simple view of change is presented by Kurt Lewin’s change model Unfreezing Movement Refreezing

6 - 6 - MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential... and everyone must be involved! Successful change is a continuous process Communication Feedback Reinforcement Repetition: try it, fix it, try it again Interim milestones Celebrate frequent successes

7 - 7 - MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential We can use Kurt Lewin’s change model to help us in each phase of implementation: Acknowledge feelings and empathize Give people as much information about the change as possible Say what will not change Treat the past with respect Create the motivation and readiness to change Techniques to reinforce unfreezing Provide focus and direction Strengthen peoples connections to one another Open up two-way communications Provide the individual with a specific role in the change process Techniques to reinforce movement Ensure that individuals are reinforced for new behaviour Implement quick results and highlights successes Build feedback mechanisms Celebrate! Techniques to reinforce refreezing

8 - 8 - MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Some change tools & techniques Communication Plan - who, when, what, how MovementRefreezeUnfreeze Reward and recognition Coaching and feedback Benefits tracking Stream charters Stream logic Activity plans and milestones A&D findings Quick hits “As-Is” analysis and baselines Mobilisation –Brown Paper fair –Town meetings –Small group events –Workplans “To-Be” analysis –Roles and Responsibilities –KPIs –Process flow Route / cause analysis Pareto analysis Continuous Plan-Do-Review Problem solving / team building White papers Implementation Gantt charts Implementation RACIs Implementation KPIs Manage resistance to change Roles and responsibilities charting

9 - 9 - MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential But this only tells part of the story - Change involves giving up - and this is more of a personal choice Unfreeze The Rational (c. f. Kurt Lewin) MoveRefreeze Emotional - “Me” (c. f. Bridges) EndingsTransitionsBeginnings

10 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Our role is to help others through change –Listening –Focusing: ask questions to pinpoint real issues –Restating: hearing it restated by someone else can help a person to clarify their real interests –Signal shift-take control of conversation –Explain purpose of change –Link to his/her concerns –Summarise: bottom line –“Were my comments clear” –“What are your ideas for the future?” –“These are my ideas” –Agree to finite steps Clarify Endings –Disengagement –Disorientation –Disidentification –Disenchantement Share Transition –Explain –Confront / identify –Neutralise –Transfer Engage Beginnings –Vision & Plans –Communications –Symbols & ceremonies –New Starts

11 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Unfortunately what you want and what you get in times of change often differ Empathy Information Ideas Autocratic Behaviour Avoidance “Rah rah” What people in change (usually) get: What people in change want:

12 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential People feel a sense of loss during change Control, knowledge of what the future holds and place in the organisation What to do, how to manage (can be embarrassing) Familiar contracts (customers, colleagues, managers, group membership) Understanding of where and why you are going Area that ‘belonged’ to you (work space, responsibilities) Competence Relationships Sense of direction Territory Security This sense of loss generates an emotional cycle which can stall in a number of unproductive phases before acceptance of a new direction is complete.

13 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Change always results in a roller-coaster ride of Emotions Source:Daryl Conner. Time Satisfaction Certainty Doubt Hope Confidence Optimism Pessimism The Emotional Cycle of Change What is important to recognise is that it’s a roller-coaster ride where different people will be in different places at different times. What is important to recognise is that it’s a roller-coaster ride where different people will be in different places at different times.

14 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Understanding the Emotional Cycle of Change helps us deal with it Honeymoon period Ideas look great on paper All major obstacles appear to have been anticipated Phase 1: Uniformed optimism – Certainty Problems surface, not all solutions are obvious Morale drops (“Why did I ever get involved in the first place?”) Phase 2: Informed pessimism – Doubt A turning point occurs, a sense of accomplishment replaces a sense of pushing against problems Problems have not all disappeared, but people’s hopes are based on realistic data Phase 3: Hopeful realism – Hope Optimism continues to develop A fresh burst of energy appears Phase 4: Informed optimism – Confidence Successful change has been made Official change effort is complete The outcome is frequently much different from that anticipated in Phase 1 Phase 5: Rewarding completion – Satisfaction

15 Gemini’s Evolving Change Model

16 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Our perspective on change has largely been driven by the experience of companies in the 1970s and 1980s. –Relatively stable periods followed by sudden reaction to events largely imposed from outside. The business environment of our clients is changing: –Rapid shifts, discontinuities, continuous process of disequilibrium moving to equilibrium and back to disequilibrium. Increasingly, clients require the capability to evolve and adapt their organisation to these shifting market conditions on a continuous basis. It is therefore no longer sufficient to understand change as discrete event that can be managed, and which is experienced as a crisis. Change in this context is better viewed as a creative process of choice, learning and growth. The context for evolving Gemini’s approach to change

17 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential We are developing our thinking around change as a process of learning and capability development Capability is defined as the readiness to respond adaptively and creatively to new or unforeseen circumstances so as to achieve a specified intent. A capability-oriented approach requires a new perspective on how we consult...

18 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Chaos theory changes how we view the change process and how we view the emotional experience of change If creating a “higher order”, on any dimension, requires turbulence, chaos and disintegration, what will enable, rather than disable, this process? Equilibrium Turbulence Disintegration Creation of a higher order Chaos Order does not equal structure. Order = dynamic energy that creates form and shape that suits present circumstance. Self organising and self renewing systems possess innate properties that use chaos as a necessary stage to move to higher levels of order.

19 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential We focused on understanding what happens when we work in conditions of uncertainty Excitement Fear of failing, being wrong, not having the answer High levels of anxiety Block: “I can’t think” Rigidness: “It’s not my job” Envy of people who seem to be coping Blaming of others... In order to understand how we can create conditions for learning and capability development. Emotional responses to working on an unknown task

20 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential The challenge is to work with anxiety to create insight, avoid defensive behaviour and no learning—not to remove anxiety 1. Healthy Anxiety 2. Uncertainty 3. Risk4. Struggle 5. Insight or Authority 2. Fight or flight 3. Denial or avoidance 4. Defensiveness or resistance 1. Unhealthy level of Anxiety 5.Willing ignorance and inactivity 7 4 Role modelling and the use of structure (tasks, time) act to contain anxiety to healthy levels. Cycle of Emotions Promoting Learning Cycle of Emotions Discouraging Learning Adaptation: “Inside Action Learning” by Russ Vince and Linda Martin, in “Management Education and Development”, Vol. 24, Part 3, 1993.

21 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential From here, we identified possible conditions for capability development Anxiety owned and managed Developmental Perspective Interpersonal dynamics worked with, not suppressed Aspiration Reflective Space Conditions for Capability Development Sources: Discussion with Tavistock Consulting Service; Group Focus Interview on capabilities and conditions for capability development (London, March 1998).

22 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential If the conditions are met, a virtuous spiral of capability development takes place—without them, we generate defensiveness in ourselves and our clients These conditions can be translated into day-to-day working practices for consultants and teams. Anxiety owned and managed Developmental Perspective Interpersonal dynamics worked with, not suppressed Aspiration Reflective Space Provide direction and a reason for change Motivate and inspire Touch people’s hearts Time to reflect Readiness to reflect on self and others Create space for learning Anxiety as stored energy Unhealthy levels of anxiety creates stress, defensiveness, denial, avoidance Owned and managed anxiety creates healthy tension and discovery Nurturing approach “Valuing the other person’s ability and handling it as a jewel” Enabling people to make own discoveries, vs. controlling them Emotional issues surfaced Emotional energy channelled Facilitates self-discovery Working with unanticipated outcomes Discussing the undiscussable Respect for needs for safety, support, protection and value Conditions for Capability Development

23 Managing the Players in the Change Process

24 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Both support and resistance can come from the same area - it is important to recognise which Political Emotional Rational “..the benefits are enormous” “..how will this affect our relationships with clients?” “..I’ve been waiting for this moment for years” “..but that will affect my pay!” “..the benefits will be enormous” “..de-layering of the organisation makes such good sense ” “..we don’t have the resource to do this” “..quality will suffer” “..this could risk delivery” “..the increases agility will really thrill customers” “..satisfaction indices will soar” Some above the surface...and some below

25 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential In making change a success, it is important to understand where the various players’ energy lies Drive Support Observe Resist 20%60%20% ? Both sides try to influence the ‘undecided’ to move to their side - it’s a delicate balance.

26 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential So how to manage this? Focus on the Resistance NOT on the Drive Seek Champions Mobilise the Undecided

27 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Change requires individuals and organizations to think, act, and behave differently Neither ignorance or inaction make Change a success. T HE M ORE Y OU K NOW, T HE H ARDER I T I S T O T AKE D ECISIVE A CTION. O NCE Y OU B ECOME I NFORMED, Y OU S TART S EEING C OMPLEXITIES A ND S HADES O F G RAY. Y OU R EALIZE T HAT N OTHING I S A S C LEAR A ND S IMPLE A S I T F IRST A PPEARS. U LTIMATELY, K NOWLEDGE I S P ARALYZING. B EING A M AN O F A CTION, I C AN’T A FFORD T O T AKE T HAT R ISK. Y OU’RE I GNORANT. B UT A T L EAST Y OU A CT O N I T. CALVIN AND HOBBES Bill Watterson

28 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Change also requires leadership “To deal with the change, I committed us to try certain things with the understanding what they might not all work. Later, I realized that what I started - even through I didn’t see it at the time - was to create two things: an action plan and trust The action plan had varying degrees of success and failure. But the trust was always there. If we didn’t have that trust, we would have complained ourselves out of business a long time ago.”

29 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential So what you can do to proactively to Iead the change effort C ha ng e Demonstrate that we know where we are headed and have a plan to get there Show personal and professional stability Involve teams in owning change Show we are serious about getting there – demonstrate support Broad- cast the truth Rewards consisten t with the ‘To Be’ Communicat e ‘learning’ Clarify why change is needed Team Member Support

30 Dealing with Individual Resistance and Conflict

31 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential 50 Reasons Why It Won’t Work 1.We tried that before. 2.Our systems are different 3.It costs too much. 4.That’s beyond our responsibility. 5.That’s not my job. 6.We’re all too busy to do that. 7.It’s too radical a change. 8.There’s not enough help. 9.We’ve never done it before. 10.We don’t have the authority. 11.There’s not enough time. 12.Let’s get back to reality. 13.That’s not our problem. 14.Why change it? It’s still working OK. 15.I don’t like that idea. 16.You’re right, but … 17.You’re two years ahead of your time 18.It isn’t in the budget. 19.We’re not ready for that. 20.Sounds OK but impractical. 21.Let’s give it some more thought. 22.That’s my bowling day. 23.That doesn’t effect me or my child. 24.Nobody cares about that. 25.We’ve always done it this way. 26.It might not work. 27.Not that again! 28.Where’d you dig that one up? 29.We did all right without it. 30.It’s never been tried before. 31.Let’s shelve it for the time being. 32.I don’t see the connection. 33.What you are really saying is … 34.Let’s not be the first. 35.Maybe that would work in your Branch but not in mine. 36.Head Office will never go for it. 37.It can’t be done. 38.It’s too much trouble. 39.It’s impossible. 40.You’re not here to think. 41.Can’t teach an old dog new tricks. 42.Let me think about that and I’ll get back to you. 43.Let’s wait until the next generation. 44.The rules say we can’t do that. 45.We can’t fight local government regulations. 46.That’s old/new business and can’t be discussed now. 47.That’s too serious a subject. 48.No one is interested. 49.It’s too early to think about it. 50.It’s too late to start.

32 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Forms of Resistance A.Avoidance of responsibility B.Flooding with detail C.One-word answers D.Impracticality E.Attacking F.Compliance G.Confusion Source:Flawless Consulting by Peter Block. H.Changing the subject I.I’m not surprised J.Silence K.Time L.Nit-picking M.Pressing for solutions

33 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Understanding Resistance is about getting behind the apparent and into the core Source:Flawless Consulting by Peter Block. Real/Underlying Concerns Concerns Indirect Expressions of Concerns/ Visible Resistance The Voyage of Discovery... but tread carefully - too much exploration is rarely appreciated - simply ask “Why is that?”

34 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Why Resistance Occurs... Resistance can occur because people fear: Loss of their credibility or reputation Lack of career or financial advancement Possible damage to relationships with their superiors Losing their job Interpersonal rejection Change in job role Embarrassment/loss of self-esteem Job transfer or demotion Source:Ryan and Oestreich.

35 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Five Steps for Dealing with Resistance 1.Identify the form the resistance is taking 2.Acknowledge the resistance 3.Be quiet, listen, let the person respond 4.Don’t take it personally 5.Remember the “two good faith responses” rule Trust what you see and how you hear more than what you hear Ask questions and listen carefully - Pick up the ‘cues’ Learn from your own reactions: –Uneasy –Bored –Irritated Listen for repetition and telltale phrases Trust what you see and how you hear more than what you hear Ask questions and listen carefully - Pick up the ‘cues’ Learn from your own reactions: –Uneasy –Bored –Irritated Listen for repetition and telltale phrases Tell the person your perception of the resistance Do it in a neutral, nonaggressive way with WIN/WIN words: “What I think I hear you saying is …” Tell the person how the resistance is making you feel: –Use “I” statements Be specific, clear, and authentic Tell the person your perception of the resistance Do it in a neutral, nonaggressive way with WIN/WIN words: “What I think I hear you saying is …” Tell the person how the resistance is making you feel: –Use “I” statements Be specific, clear, and authentic Allow them to ‘vent’ - until they do so progress is limited Stay attuned to other forms of resistance surfacing Check for understanding Allow them to ‘vent’ - until they do so progress is limited Stay attuned to other forms of resistance surfacing Check for understanding Remember that their behaviour is not a reflection of you. Let them air their concerns without responding defensively. Don’t counterattack head-on. Remember that their behaviour is not a reflection of you. Let them air their concerns without responding defensively. Don’t counterattack head-on. The majority of questions about methodology or the project process are just expressions of discomfort The third time the question is asked, respond to the question with a statement that suggests the person might be reluctant to commit to the problem or process The majority of questions about methodology or the project process are just expressions of discomfort The third time the question is asked, respond to the question with a statement that suggests the person might be reluctant to commit to the problem or process

36 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Acknowledging Resistance: Hints for the Right Words Describe how you feel: –Your perceptions of how they feel Being authentic: –... Encourages person to do the same Be assertive: –Direct, without putting anyone down –Use “I” statements Be descriptive, not evaluative Descriptive Specific Focused Brief Simple Judgmental Stereotyped Lengthy Complicated N O T

37 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential How to Acknowledge Resistance Source:Flawless Consulting by Peter Block. A. B. C. D. E. F. G. Resistance Forms Avoidance of responsibility Flooding with detail One-word answers Impracticality Attacking Compliance Confusion How to Acknowledge - some examples “You don’t see yourself as part of the problem?” “You’re giving me more than I need. Can you headline it?” “Say more about that” (and don’t say the next word !) “You seem to feel that what we’re discussing is not ‘real world’. How could we make it more relevant?” “You are really questioning a lot of what I do. You seem angry.” “You seem agreeable to anything I suggest. I’m having a hard time telling what you’re really feeling.” “We seem to be having difficulty moving ahead. Are you confused about something?”

38 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential How to Acknowledge Resistance cont’d Source:Flawless Consulting by Peter Block. H. I. J. L. M. Resistance Forms Changing the subject I’m not surprised Silence Nit-picking Pressing for solutions Acknowledgment Examples “The subject keeps shifting. Can we focus on one thing at a time?” “I feel that you expect me to know more about you.” “I don’t know how to read your silence.” K.Time “You don’t seem to have the time to work with me. I find it hard to proceed without involvement from you.” “We would appear to be getting into a lot of detail.” “It’s too early for solution. I’m still trying to find out…”

39 ... and Conflict

40 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential One of the hardest parts of consulting is coping with the conflict that resistance engenders Schedules: –Timing, sequencing, duration, feasibility of schedule for project-related tasks or activities Project priorities: –Lack of goals, poorly defined project mission, differing views of task importance, shifting goals Resources: –Competition for personnel, materials, equipment, facilities among project members or across teams Technical options: –From technical issues, performance specifications, technical trade-offs Administrative procedures: –How project will be managed, reporting relationships, interface relationships, work design, plans for execution, negotiated work agreements with others, administrative procedures Cost objectives: –Lack of cost control authority, allocation of funds Personalities: –Egos, personality differences, prejudice, stereotyping Source: Thamhain and Wilemon. The top seven sources of conflict on projects are:

41 A Key Message The client is not always right, but the way you deal with him/her has to be... it requires humility, resolve, and patience.

42 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Strategies for dealing with conflict tend to be situation dependent Avoiding –Or withdrawing, …but this may mean leaving the solution to chance or fate Smoothing –Covering up and pretending that all is calm, cooperative, and pleasant - at times a good strategy where third parties are involved Bargaining –Sometimes compromising - each party gains and loses something - preferably amicably Forcing –Loser and winner situation - where time pressure exists this may be necessary Problem Solving –Collaboratively and objectively confronting the problem

43 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential The three “pure” styles of influence. In situations of conflict think about both parties’ styles - and understand how yours influences theirs Tough Battler –fighting, powerful, commanding –pressing for results, threatening, repetition –confident, persuasive, forceful Logical Thinker –logical, knowledgeable, clarifying ideas –facts, quoting rules, practical –orderly, fair, thorough Friendly Helper –helpful, sympathetic, polite –encouraging, compromising, concerned, friendly –trusting, optimistic, caring, supportive Tough Battler Logical Thinker Friendly Helper You may need to exercise all three styles at different times.

44 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential A useful model to understand one’s approach is the “Assertiveness Matrix” The extent to which I allow the other person to achieve their goals The extent to which I achieve my goals High Low High Aggressive (I win You lose) Submissive (I lose You win) Assertive (We both win) Avoidance (We both lose) Always seek to attain a position of ‘win-win’.

45 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Where assertiveness on your part makes sense… employ the “DESC” script D escribe - what you want, how you see the situation objectively, and factually E xpress - your feelings about the situation and why you feel that way S pecify - the action you think should be taken and why C onsequences - both positive and negative, of doing or not doing what you are suggesting

46 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential An example of the “DESC” script Describe : I’ve studied your inventory control system team and it is not adequate to meet the increased demands on your business. Express : I think this is worrying. Specify : My view is that unless you invest in a new inventory control system you will not fix it. Consequences : The benefit of this will be that you will cut the amount of inventory you have to hold and there will be fewer stock- outs on the line. If you don’t fix it, you are going to find it hard to meet your new quality targets.

47 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential If the client constantly challenges - “AIR” is a useful technique A cknowledge – What they have said in a genuine way I nvestigate –Identify the main source of the resistance –Encourage them to talk more about it - and listen –Isolate and work the separate issues R einforce : –Reinforce the positive aspects of anything you are proposing –Calmly and clearly explain the reasons for change (again!) –Look for acceptance Emphasise your role as a partner.

48 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Remember, make sure ‘what you say’, ‘how you say it’, and ‘how you look’ work together to convey the right message Try ‘mirroring’ behaviours.

49 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Nine strategies to deal with conflict and resistance constructively Your Viewpoint DECIDE BY RULE DOMINATE SMOOTH MAINTAIN BARGAIN COEXISTRELEASE COLLABORATE YIELD “Do it my way”“Let’s make a deal”“Let’s work together” “Try it, you’ll like it”“Agree to disagree”“It’s yours to do” “Wait”“Let’s be fair”“I’ll go along” You direct, impose, control or resist You trade, take turns, or split the difference You problem-solve together to reach a win-win resolution You accentuate similarities and downplay differences You pursue differences independently Your Interaction You release control within agreed-on limits You postpone confronting differences Objective rules determine how differences will be handled You give in, adapt, or agree Neutral Involved FirmFlexible Source: Managing Conflict and Disagreement Constructively - H S Kindler, The 1995 Annual, Pfeiffer & Co

50 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential Top Tips - Managing Change Remember people are more likely to change if they can help plan it Explain the change and its consequences to all those affected Put yourself in the shoes of those affected when planning change Explain the benefits of change in simple terms Always maintain the self-esteem of people affected Avoid creating win-lose situations if possible Look for ways to turn negative concerns into positive opportunities Generate as few surprises as possible Lead by example Recognise support and success Admit mistakes and learn from failures

51 Back up Panels for the Change Model

52 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential If the business is perceived as an open system, interacting with its environment Core capabilities are what enable it to respond and adapt creatively to new or unforeseen circumstances. Understanding Business as a System Organisation Competitors Employees CustomersSuppliers Environmental intelligence capability Process capability Asset management capability Alignment capability Learning capability Organisation as the sum of its Core Competencies

53 MngChg v2Aug98.ppt Gemini Consulting Limited Proprietary and Confidential We have some initial ideas on defining these capability areas We will hold “expert” workshops within Gemini to fully define these areas and understand the implications for a consulting approach. Core Capability Description Environment Intelligence Transfer of information from the market (clients, competitors, suppliers, new entrants, transfer of information to the market. Process Capability Understanding of KPIs, RACI, best practice/benchmarking, knowing how to analyse processes and design To-Be processes. Asset Management Knowledge, human resource, physical and financial asset management. Alignment Leadership, values, corporate identity, communication. Learning Development process, innovation process, continuous improvement process.


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