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Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority.

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Presentation on theme: "Change – this time its personal! Sue Price Head of Service Improvement Shropshire and Staffordshire Strategic Health Authority."— Presentation transcript:

1 Change – this time its personal! Sue Price Head of Service Improvement Shropshire 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 environment Multiple stakeholders ~ internal/external Changing technologies Complex organisations ~ interdependence People ~ 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 them If 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 change –They vigorously agree with the new ideas –but.. –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 freeze they dont learn P.Senge (2000)

10 Discomfort Zone Change and learning Comfort Zone Panic Zone Uncertainty Learning

11 Helping People to get to the Discomfort Zone Encourage them to trial new things (even if they dont work) Create systems and processes that encourage a habit of experimentation Provide support It is OK to say I dont know Understand process of loss and bereavement Dont impose change Create ownership and involvement

12 It is not Change - It is Transition Change is a doddle –it happens – its external Transition is an internal process of adjustment Help people to: –Let go of the old –Move through the neutral zone –Accept the challenge of the new William Bridges

13 Three phases of transition Ending Beginning Neutral Zone TIME

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. Youll save yourself a lot of grief if you remember that. –William Bridges

15 How well do you know yourself? Are you ready to get to know yourself better?

16 Task focus People focus Passive Aggressive Personal Styles DRIVER EXPRESSIVE AMIABLE ANALYTICAL Merrill & Reid, Personal Styles and Effective Performance (1999)

17 How To Decide on your Personal Style Quick questionnaire Dont over analyse Check with other people Work and home styles may be different Most people will have a predominant and back up style but will be able to adopt approaches from other styles A small number will not be able to identify a predominant style

18 Personal Styles Analytical formal measured + systematic seek accuracy Driver business like fast + decisive seek control Amiable conforming less rushed + easy going seek appreciation Expressive flamboyant fast + spontaneous seek recognition Not everyone has 100% of one style Identify your main style

19 Working with others What are the strengths and weaknesses of this personal style? How can others best communicate with this personal style

20 Consider yourself in a situation of change: How do you behave under stress? What are your fears about change? Analytical under stress: fears: Driver under stress: fears: Amiable under stress: fears: Expressive under stress: fears:

21 Under Stress Analytical will withdraw Driver will become autocratic Amiable will submit Expressive will become offensive or sarcastic

22 Fears Analytical not enough information making a wrong decision being forced to decide Driver loss of control failure lack of purpose Amiable not being liked not fitting lack of social status not being recognised for efforts Expressive being ignored being asked for detail being linked with failure

23 Task focus People focus Passive Aggressive Get it right Get it done Get along Get appreciation Finding the balance DRIVER EXPRESSIVE AMIABLE ANALYTICAL

24 Its all about balance To get it done You need to get it right To get it right you need to get along To get along you need to make people feel appreciated

25 Three Phases of Transition and Personal Styles Ending Beginning Neutral Zone TIME EXPRESSIVE DRIVER ANALYTICAL AMIABLE

26 If you always do what you do, you will always get what you got. So do something different Albert Einstein

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 Picasso

29 Resistance is feedback A resistor – term applied to someone who –makes your life difficult or gets in the way of the plan If your starting point is –something wrong with the person & their resistance is an illness to be cured Better to see resistance as –An attempt Maybe poorly communicated, emotive, even hostile –To tell you something about the change how it is being managed

30 Common reasons for resistance – the vital few A desire not to give up something of value A misunderstanding of the change and its implications A belief that the change does not make sense to the organisation A low tolerance to change John Kotter & Leonard Schlesiger – Harvard Business Review 1979

31 Variation in response Normal distribution curve of reaction to change in organisations Active resistors Wait & see Enthusiasts

32 Do not use all your energy on active resistors –Use your energy to shift distribution –Consider which key players are in which category & manage them accordingly Active resistors Wait & see Enthusiasts

33 Characteristics of Opinion Leaders Higher social status More years formal education Greater literacy Higher aspirations and ambitions Tend to belong to larger groups Demonstrate empathy, rationality Exposed to and use variety of media Greater knowledge of innovation E. Rogers

34 You cannot always take everyone with you True of large scale changes in the way an organisation works and behaves InvitationIgnoringCoercionExpulsion Maximises the likelihood of people wanting to take part in the change Focuses on achieving a critical mass Uses organisational power to force people to accept change Involves actively removing people who do not work with the requirements of the change

35 Look for Motivators and Attractors

36 So… the next time you encounter resistance Take time to engage in dialogue Display genuine curiosity Help them explain Remember their viewpoint Identify the assumptions Show your position Test – using various what if cases If it does not work – slow the process down Professor Sarah Fraser

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

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