1. Dr Lee Gruner 1 Process of change

2. Overview of session Reflections on experiences of change Managing transitions Using a change model as a planning and diagnostic tool Understanding types of change Dr Lee Gruner 2

3. Promoting a better change process Dr Lee Gruner 3 Managers need to aware that the “what” is often less important than the “how” If we introduce a change by a process that supports and involves staff, the change is likely to be successful, irrespective of what the actual outcome ends up being Often, change agents are so keen to achieve the outcomes, that they do not pay enough attention to the process

4. Why does change fail? Dr Lee Gruner 4 No communication--staff confusion and rapid return to status quo No empowerment of staff-- Haphazard efforts/ false starts No short term wins--Cynicism and distrust No consolidation of gains----sceptical and stagnate No anchoring new approaches--go back to old ways

5. Change and Learning Dr Lee Gruner 5 COMFORT ZONE Don’t learn or change DISCOMFORT ZONE Uncertainty/ learning PANIC ZONE Freeze/ don’t learn

6. Change and transition Dr Lee Gruner 6 Change is situational: new site/ new boss/ new team role/new policy Transition is the psychological process people go through to come to terms with new situations Change is external, transition is internal Source: Managing Transitions, Bridges W 1995

7. Change and transition Dr Lee Gruner 7 Unless transition occurs, change will not work Transition starts with an ending The neutral zone is no man’s land between the old reality and the new Transitions end with a new beginning

8. Three phases of transition ending Dr Lee Gruner 8 Ending Neutral zone Beginning

9. Start with an ending Dr Lee Gruner 9 Most organisations start with a beginning rather than and finishing with it They pay no attention to endings They do not acknowledge the existence of the neutral zone, then wonder why people have so much difficulty with change

10. Managing endings Dr Lee Gruner 10 Help everyone to understand why Identify who’s losing what  What is actually going to change  What are the secondary changes?  Who is going to have to let go of something?  What is over for everyone Accept the reality and importance of subjective losses Don’t be surprised by over reaction

11. Managing endings Dr Lee Gruner 11 Acknowledge losses openly and sympathetically Expect and accepts signs of grieving Find ways of compensating for the losses Define what's over and what isn't

12. Managing endings Dr Lee Gruner 12 Mark endings Treat the past with respect Let people take a piece of the old way with then Show how endings ensure continuity of what really matters Give information and keep doing it

13. Understanding why change is occurring Dr Lee Gruner 13 People responsible for planning and implementing change often forget the first task of change management is to understand the destination and how to get there. The first task of transition management is to convince people to leave home. If you remember this, you will save yourself a lot of heart ache.

14. Three phases of transition: Neutral Zone Dr Lee Gruner 14 Ending Neutral zone Beginning

15. Neutral zone: Dr Lee Gruner 15 Most dangerous time in transition process Anxiety rises and motivation falls Productivity suffers Old weaknesses re-emerge Staff are overloaded, systems unreliable, priorities get confused, information is mis-communicated People become polarised, consensus breaks down, teamwork is undermined “All Change is a mess in the middle”

16. Getting through the neutral zone Dr Lee Gruner 16 Help people to understand why Create temporary systems Give structure to changes  people cope better with significant change that is part of a larger whole than lots of unrelated changes

17. Three phases of transition: Beginnings Dr Lee Gruner 17 Ending Neutral Zone Beginning

18. New Beginnings (4Ps) Dr Lee Gruner 18 Happen when the transition process:  Explains the basic purpose behind the outcome  Paints a picture of how the outcome will look and feel  Lays out a step by step plan for phasing in the outcome  Gives each person a part to play in both the plan and the outcome

19. Theory of constraints Dr Lee Gruner 19 Any improvement is a change Any change is a perceived threat to security  There will always be someone who will look at the suggested change as a threat Eliyahu Goldratt

20. Theory of constraints Dr Lee Gruner 20 Any improvement is a change Any change is a perceived threat to security Any threat to security gives rise to emotional resistance  You cannot overcome emotional resistance by logic alone Eliyahu Goldratt

21. Theory of constraints Dr Lee Gruner 21 Anyone who thinks you can overcome emotional resistance with logic alone has probably never been married Eliyahu Goldratt

22. Theory of constraints Dr Lee Gruner 22 Any improvement is a change Any change is a perceived threat to security Any threat to security gives rise to emotional resistance Emotional resistance can only be overcome by a stronger emotion Eliyahu Goldratt

23. Share the problem, not the solution Dr Lee Gruner 23 What to change?  Pinpoint the core problems What to change to?  Construct simple practical solutions How to cause the change?  Induce the right people to invent these solutions  They must own the problem Eliyahu Goldratt

24. Types of change- extent and scope Developmental  This is incremental change  Focuses on improvement of what already exists Transitional  Seeks to move to a new state that differs from the existing  Unfreezing- moving to new position- refreezing (gelling) Transformational  Radical change  Requires a shift in assumptions by organisation and staff  Can change structure, culture and strategy Dr Lee Gruner 24

25. Types of change Dr Lee Gruner 25 OLD NEW TRANSITION BIRTHDEATH REEMERGENCE CHAOS PLATEAU GROWTH

26. Systems thinking and change Change is often not orderly rational or controlled In practice it is often chaotic with shifting goals, discontinuous activities, shocks, unplanned and unexpected outcomes Change in health care is likely to affect the whole system This is what results in the most obvious stress Even with transformational change the understanding of the transitional way of thinking can act as a support for the people in the midst of it Dr Lee Gruner 26