Presentation on theme: "Change – this time it’s personal!"— Presentation transcript:
1 Change – this time it’s personal! Sue PriceHead of Service ImprovementShropshire and Staffordshire Strategic Health Authority
2 “while the primary stimulus for change remains those forces in the external environment, the primary motivator for how change is accomplished resides with the people within the organisation” Benjamin and Mabey Facilitating Radical Change (1993)
3 Background“Change may be an imprecise science, but evidence is available on what works and what does not, and the NHS must make use of this.”White Paper - “A First Class Service”
4 Challenges and opportunities for the NHS Changing pressures of the environmentMultiple stakeholders ~ internal/externalChanging technologiesComplex organisations ~ interdependencePeople ~ experience of change interventions ~unforeseen/unintended consequences
5 Why do we need to change hearts and minds? If we only change hearts people accept changes but do not understand themIf we only change minds then people are not committed to the changes
6 ‘Any improvement is a change, not every change is an improvement, but we cannot improve anything unless we change it’ Goldratt, Theory of Constraints (1990)
7 Change means doing things differently! It creeps up on people…...They nod happily about need for changeThey vigorously agree with the new ideasbut..They become nervous when they realise that they need to do think differently, not just other people
8 How comfortable are you? Do you find the idea of change exciting or uncomfortable?
9 Change and learning Comfort Zone Panic Zone people close up they freezethey don’tlearnComfort ZoneP.Senge (2000)12
10 Change and learning Panic Zone Comfort Zone Discomfort Zone UncertaintyLearning13
11 Helping People to get to the Discomfort Zone Encourage them to trial new things (even if they don’t work)Create systems and processes that encourage a habit of experimentationProvide supportIt is OK to say “I don’t know”Understand process of loss and bereavementDon’t impose changeCreate ownership and involvement16
12 “It” is not Change - “It” is Transition Change is a “doddle” –it happens – its externalTransition is an internal process of adjustmentHelp people to:Let go of the oldMove through the neutral zoneAccept the challenge of the newIT is not change , this is externalIT is transition and how people handle it internallyHelp people through the process – its part of your responsibilityWilliam Bridges
13 Three phases of transition EndingNeutralZoneBeginningDescribe diagramTIME
14 Help people to understand why ‘it’ is happening “People responsible for planning & implementing change forget that while 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.You’ll save yourself a lot of grief if you remember that”.William BridgesLeaving home
15 How well do you know yourself? Are you ready to get to know yourself better?
16 Personal Styles ANALYTICAL DRIVER AMIABLE EXPRESSIVE Task focus AggressivePassiveCombinations along the polarities – give us our motivational drivesAMIABLEEXPRESSIVEPeople focusMerrill & Reid, Personal Styles and Effective Performance (1999)
17 How To Decide on your Personal Style Quick questionnaireDon’t over analyseCheck with other peopleWork and home styles may be differentMost people will have a predominant and back up style but will be able to adopt approaches from other stylesA small number will not be able to identify a predominant style
18 Personal Styles Analytical Driver Amiable Expressive formalmeasured + systematicseek accuracyDriverbusiness likefast + decisiveseek controlAmiableconformingless rushed + easy goingseek appreciationExpressiveflamboyantfast + spontaneousseek recognitionNot everyone has 100% of one styleIdentify your main style
19 Working with othersWhat are the strengths and weaknesses of this personal style?How can others best communicate with this personal style
20 Analytical Driver Amiable Expressive under stress: fears: Consider yourself in a situation of change: How do you behave under stress? What are your fears about change?Analyticalunder stress:fears:DriverAmiableExpressive
21 Under Stress Driver Analytical Amiable Expressive will become autocraticAnalyticalwill withdrawAmiablewill submitExpressivewill become offensive or sarcastic
22 Fears Analytical Driver Amiable Expressive not enough information making a wrong decisionbeing forced to decideDriverloss of controlfailurelack of purposeAmiablenot being likednot fittinglack of social statusnot being recognised for effortsExpressivebeing ignoredbeing asked for detailbeing linked with failure
23 Finding the balance Task focus ANALYTICAL DRIVER Get it right Get it doneAggressivePassiveGet alongGet appreciationCombinations along the polarities – give us our motivational drivesAMIABLEEXPRESSIVEPeople focus
24 It’s all about balance To get it done You need to get it right To get it right you need to get alongThis shows we need to work in all quadrantsTo get along you need to make people feel appreciated
25 Three Phases of Transition and Personal Styles AMIABLEEndingANALYTICALNeutralZoneDRIVERDescribe diagramEXPRESSIVEBeginningTIME
26 “If you always do what you do, you will always get what you got”. So do something differentAlbert EinsteinAny questions about what has been covered in this section?
27 Have you ever resisted a change? Tell us about it and why you resisted
28 Why do people resist change? Even the most well thought out, positive change will be a threat to some existing thing of value to some people.“Every act of creation is first and foremost an act of destruction”Pablo PicassoSTOP! – let us think – why do people resist changeWhat is change? – view quotation – creation out destructionRhetorical Question:-What do people “really” value?
29 Resistance is “feedback” A “resistor” – term applied to someone who“makes your life difficult” or “gets in the way” of the planIf your starting point issomething wrong with the person & their resistance is “an illness to be cured”Better to see resistance asAn attemptMaybe poorly communicated, emotive, even hostileTo tell you somethingabout the changehow it is being managedWhat is a resistor?Ask people to defineLook at resistance as a form of communication, no matter how difficult it is.
30 Common reasons for resistance – the “vital few” A desire not to give up something of valueA misunderstanding of the change and its implicationsA belief that the change does not make sense to the organisationA low tolerance to changeThe Vital Few – are the key change reasons researchers have found people give for them resistingJohn Kotter & Leonard Schlesiger – Harvard Business Review 1979
31 Variation in responseNormal distribution curve of reaction to change in organisationsDistribution curve within the organisationWhere are you operating the most?Active resistorsWait & seeEnthusiasts
32 Do not use all your energy on active resistors Use your energy to shift distributionConsider which key players are in which category & manage them accordinglyUse your time and energy wiselyActive resistorsWait & seeEnthusiasts
33 Characteristics of Opinion Leaders Higher social statusMore years formal educationGreater literacyHigher aspirations and ambitionsTend to belong to larger groupsDemonstrate empathy, rationalityExposed to and use variety of mediaGreater knowledge of innovationE. Rogers
34 You cannot always take everyone with you True of large scale changes in the way an organisation works and behavesInvitationIgnoringCoercionExpulsionIn project of the scale most of you are operating – this is important to rememberOn this scale: Are you operating all the way along the range or in a specific areaYou may have to use some or all of these!Involves actively removing people who do not work with the requirements of the changeMaximises the likelihood of people wanting to take part in the changeFocuses on achieving a critical massUses organisational power to force people to accept change
36 So… the next time you encounter resistance Take time to engage in dialogueDisplay genuine curiosityHelp them explainRemember their viewpointIdentify the assumptionsShow your positionTest – using various “what if” casesIf it does not work – slow the process downProfessor Sarah Fraser1. With the presumed resistors – recognising your point of view may not be the “right” one.2. About others feelings & views3. The reasons for rejecting change4. Is rational to them – try to understand their point of view5. That both sides are holding – bring these into the open and discuss them6. In a way others can see it7. To see whether the resistors are ready to accept change8. Keeping the dialogue open & honest
37 Go to the people Live amongst them Start with what they have Build on what they know And when the deed is done And the mission accomplished Of the best leaders The people will say “We have done it ourselves”.Lao Tzu