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How do you effect change?. Aim To empower you to respond to identified health needs by developing your understanding of change management, behavioural.

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Presentation on theme: "How do you effect change?. Aim To empower you to respond to identified health needs by developing your understanding of change management, behavioural."— Presentation transcript:

1 How do you effect change?

2 Aim To empower you to respond to identified health needs by developing your understanding of change management, behavioural change, influencing and negotiation.

3 Outcomes What is change? Managing personal change. The theories of change and change management. Behavioural models of change. Influencing people and understanding organisations. Negotiating skills.

4 Change? Transition? “A round man cannot be expected to fit into a square hole right away. He must have time to modify his shape” Mark Twain

5 Change needs leadership Leadership is about setting direction, opening up possibilities, helping people achieve, communication and delivering. It is also about behaviour, what we do as leaders is even more important than what we say. Sir Nigel Crisp

6 “Most organisations try to start with a beginning, rather than finishing with it. They pay no attention to endings. They do not acknowledge existence of the neutral zone, and then wonder why people have so much difficulty with change”. William Bridges (2003) Managing Endings

7 3 stages of transition The ending The neutral zone The beginning

8 Exercise 1 Consider a change that you have recently been part of; Think about the leadership of that change, think about the stages of transition. Can you identify what helped? What made it harder? What could have been done better? Why do you think it wasn’t?

9 People responsible for planning and implementing change often forget that while the first step of change management is to understand the destination and how to get there, the first task is of transition management is to convince people to leave home. You’ll save yourself a lot of grief if you remember that. William Bridges

10 1.WIIFM 2.Force Field Analysis Tools to assist with change process

11 Coffee

12 Exercise 2  Resistors to change  Describe an area in your life where you are a “laggard”.  Something that most other people have or do, but not you!  Explain your reason to your partner

13 Exercise 3 In pairs decide on a change one of you could make/wants to make Use the tools discussed previously FFA and WIIFM to shape your answer

14 If we push to fast!!!! Panic Zone!! Discomfort Zone Comfort Zone

15 Theories of change Reasoned action and planned behaviour Social Learning Theory Models of Change Health Belief Model Stages of Change Health Action Model The Grief and Loss Model

16 Stages of Change Prochaska and Diclemente pre contemplation contemplation preparation action maintenance relapse

17 Exercise 4 Using the Prochaska and Diclemente model, identify a change you have been involved with and work through some of the steps. What does it help you see? What might you do differently if using this model like this?


19 FIVE STYLES 1.Dominance 2.Partnership 3.Others First 4.Bargaining 5.Withdrawing

20 A. Dominance Often seen as a traditional management approach Own needs dominate any interaction Generally feels more important to be right than liked Useful when situation requires advocacy Useful in a situation that calls for immediate response

21 A. Dominance BUT ….. Can create disharmony and resistance People may respect but not trust you People think you are scary Benefit from developing PULL skills

22 B. Partnership Highly collaborative Seek first to understand before being understood Win /Win is important Good for building rapport and relationships

23 B. Partnership BUT….. Can seem idealistic Assumes unlimited time Others could think you are trying to spread risk of decision making Consider development of assertiveness and saying No

24 Others First Others views dominate Useful when building confidence and trust People will complement your listening skills Find it difficult to make tough/unpopular decisions

25 C. Others First BUT Has lose/win focus Influencing opportunities missed Others might exploit your goodwill Need to develop push skills and saying no

26 D. Bargaining Underpinned by compromise and equal bargaining Often reactive influencing Can result in arguments

27 D. Bargaining BUT…. Compromise is not win/win it’s compromise People could see you as unprincipled if you make concessions for sake of compromise

28 E. Withdrawing Style of someone who o Likes to consider all options o Likes to reflect o Sees hasty decision making as dangerous Useful when there are inherent risks that others may not see

29 E. Withdrawing BUT….. May get sidelined by others Need to develop both PUSH and PULL techniques

30 Influencing Dos First seek to understand and then be understood Listen genuinely Be open to being influenced too Focus on the positive to create common ground Flex your influencing styles –one size does not fit all Focus on circle of influence Push and pull in perfect balance

31 Influencing don'ts Talking more than listening False reassurance Trivialising or using cliché Interpreting from your script Diagnosing too soon Being impatient- Shouting and finger pointing Being closed to feedback

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