Senge on change People don’t resist change. They resist being changed. Peter Senge
Organisational change 1. Establish the case for change 2. Visualise how the new world will be better 3. Establish a set of shared values 4. Resource the change initiative appropriately 5. Lead by example 6. Assess capability and capacity 7. Engage the team in the change process 8. Communicate the change in a timely and sensitive way 9. Ensure senior management commitment is visible.
Dealing with negativity Rational Explain the plan Consider what happens without change Involve people and demonstrate effectiveness Reorganise systems from the bottom up Personal Stress future benefits Present exciting possibilities Accept management responsibility for past failures Emotional Provide concrete examples of the need Communicate details face-to-face Demonstrate long-term commitment Explain honestly, and promise involvement
Change and loss Elisabeth Kübler-Ross, On Death and Dying (1969) Often applied to change, sometimes in a rather simplistic way, but… People don’t neatly follow the model The downs and ups are not straightforward But loss is often a part of even “good” change.
The stages ~ DABDA(M) 1. Denial ~ They can’t do that! 2. Anger ~ They can’t do that to me! 3. Bargaining ~ Well, if they’re going to do that then I want… 4. Depression ~ It’s awful and I feel miserable. 5. Acceptance ~ OK, it’s going to happen 6. Moving on ~ Well it’s not so bad, I can deal with this.
Egan's “skilled helper” model A 3-stage model to help people solve problems and develop opportunities An emphasis on empowerment Seeks to move the person towards action leading to outcomes which they choose and value 3 main questions : 'What is going on?' 'What do I want instead?' 'How might I get to what I want?'
Stage 1Stage 2Stage 3Style Current Scenario Preferred Scenario Action Strategies Don’t follow slavishly The Story What's going on? Possibilities Ideally, what do I want instead? Possible Actions How many ways are there? Expansive, exploratory and creative Blind Spots What's really going on? Change Agenda SMART goals Best Fit Strategies What will work for me? Challenging, reality testing, and selecting Leverage Focussing/ prioritising Commitment Check goals are right Plan What next and when? Focussing, committing, moving forward
The coaching conundrum What do I do next? There are so many options that, at least in the early stages of your coaching career, some guidance is helpful.
Metaskills and monitoring Metaskills = skills about skills The key skill is to know what skill to use Monitoring, but how many things can you monitor? StyleAm I maintaining a good rapport? SituationDo I understand their situation? StructureAm I structuring the session OK?
Ownership Advice is dangerous! People are more likely to change if they own their actions So getting commitment is key It’s easy to manipulate people Remember Meno’s slave.
“Yes Minister” HMr. Woolley, are you worried about the number of young people without jobs? BYes HAre you worried about the rise in crime among teenagers? BYes HDo you think there is a lack of discipline in our Comprehensive schools? BYes HDo you think young people welcome some authority and leadership in their lives? BYes HDo you think they respond to a challenge? BYes HWould you be in favour of reintroducing National Service? BYes
Or possibly “No Minister” HMr. Woolley, are you worried about the danger of war? BYes HAre you worried about the growth of armaments? BYes HDo you think there is a danger in giving young people guns and teaching them how to kill? BYes HDo you think it is wrong to force people to take up arms against their will? BYes HWould you oppose the reintroduction of National Service? BYes
Questions Open questions are good for the early stages and options Closed questions are good for confirmation
Feedback Feedback is a business term which refers to the joy of criticizing other people’s work. This is one of the few genuine pleasures of the job, and you should milk it for all it’s worth. Dilbert Feedback is arguably the most effective tool in any manager’s toolkit, as well as one of the cheapest. It can be used to encourage people to learn, to raise their morale and motivation, and to improve their performance. Penny Swinburne, 2001
Feedback 2 Experience without feedback is useless Self-reflection is the most powerful form of feedback A culture of reflection helps any team perform Feedback needs to be owned, initially by the giver and then by the receiver Feedback can hurt A mix of positive and negative feedback gives meaning to both Feedback must aid improvement.
build trust and rapport encourage self-analysis be specific be honest put yourself in their shoes own your feedback describe behaviour use “I” statements ask for upwards feedback too… (“What can I do better to support you?”) Giving feedback
be open listen carefully avoid filtering ask questions be prepared to contribute decide to take action Receiving feedback
Johari window Known to self Known to others YesNo Yes Feedback Disclosure PublicBlind PrivateHidden Joseph Luft & Harry Ingham