Managing Change and Appreciative Inquiry Helen Newman Newman and Associates

Focus of this workshop Explore how change is positively managed and planned in the current economic and social climate facing youth service managers and Boards

Bigger picture facing charities Change is the constant A mixture of imposed and planned Managing and leading change is a key function of managers and Boards Positive or a negative? Opportunity or threat?

Implications for managers and Boards How do we view change? How do we release change as opposed to impose it? How do we inspire, enable, encourage and facilitate change in people and their behaviors? It is about creating energy, motivation, collaboration and dialogue? How do we ensure that organisations, staff and leaders have the knowledge, skills and aptitude to make change sustainable?

Managing Change Write or draw on the graffitti wall a word or image that best describes what change is like for your organisation Yeah right!!

IMPOSED CHANGE (for those required to implement it) is without choice is often unexpected is sudden is dramatic (lightening bolt) is rapid (out of control) is problem creating is disruptive of routines

INTENTIONAL CHANGE (for those who make decisions) is a conscious decision is anticipated is gradual is incremental is paced is problem solving is an opportunity for growth

Model for Managing Change Endings Neutral Zone New Beginnings Loss Limbo Life William Bridges Managing Transitions

Model for Managing Change Endings Loss Identify who is losing what Expect & accept the signs of grieving Don’t be surprised by overreaction Say it, say it again & say it again Treat the past with respect Mark the endings “He who lacks time to mourn, lacks time to mend” Shakespeare “You can not jump a twenty foot chasm in two ten foot leaps” Old American Indian Proverb

Model for Managing Change Endings Loss Identify who is losing what Expect & accept the signs of grieving Don’t be surprised by overreaction Say it, say it again & say it again Treat the past with respect Mark the endings “He who lacks time to mourn, lacks time to mend” Shakespeare “You can not jump a twenty foot chasm in two ten foot leaps” Old American Indian Proverb Neutral Zone Limbo Opportunity or crisis Create temporary solutions Provide frameworks for support Have a positive metaphor for change and re-inforce the metaphor with actions Encourage creativity “ Where all think alike, no one thinks very much” Lippmann “One does not discover new lands without consenting to loose sight of the shore for a very long time”Gide

Model for Managing Change Endings Loss Neutral Zone Limbo “ New Beginnings Life Expect ambivalence The timing of the heart Purpose, Picture, Plan & a Part to Play Be consistent Ensure quick success Celebrate the success “Beginnings are always messy” Galsworthy “Example is not the main thing in influencing others, it is the only thing”Schweitzer

Model for Managing Change Endings Loss Identify who is losing what Expect & accept the signs of grieving Don’t be surprised by overreaction Say it, say it again & say it again Treat the past with respect Mark the endings “He who lacks time to mourn, lacks time to mend” Shakespeare “You can not jump a twenty foot chasm in two ten foot leaps” Old American Indian Proverb Neutral Zone Limbo Opportunity or crisis Create temporary solutions Provide frameworks for support Have a positive metaphor for change Re-inforce the metaphor with actions Encourage creativity “Where all think alike, no one thinks very much” Lippmann “One does not discover new lands without consenting to loose sight of the shore for a very long time”Gide New Beginnings Life Expect ambivalence The timing of the heart Purpose, Picture, Plan & a Part to Play Be consistent Ensure quick success Celebrate the success “Beginnings are always messy” Galsworthy “Example is not the main thing in influencing others, it is the only thing” Schweitzer

Exercise What does this suggest about managing change in practice? How does it apply to change in your organisation?

When leaders or managers are planning to manage change, there are five key principles that need to be kept in mind: Different people react differently to change; Everyone has fundamental needs that have to be met; Change often involves a loss, and people go through the "loss curve"; Expectations need to be managed realistically; Fears have to be dealt with. Change Management - five key principles

Give people information - be open and honest about the facts, but don't give overoptimistic speculation; i.e. meet their OPENNESS needs, but in a way that does not set UNREALISTIC EXPECTATIONS. For large groups, produce a communication strategy that ensures information is disseminated efficiently and comprehensively to everyone (don't let the grapevine take over); e.g. tell everyone at the same time. However, follow this up with individuals as necessary to produce a personal strategy for dealing with the change. This helps to recognise and deal appropriately with the INDIVIDUAL REACTION to change. Give people choices to make, and be honest about the possible consequences of those choices; i.e. meet their CONTROL and INCLUSION needs. Tips when applying these principles

Give people time to express their views, and support their decision making, providing coaching, counselling or information as appropriate, to help them through the CHANGE CURVE. Where the changes involves a loss, identify what will or might replace that loss - loss is easier to cope with if there is something to replace it. This will help assuage potential FEARS. Where it is possible to do so, give individuals opportunity to express their concerns and provide reassurances - also to help assuage potential FEARS. Keep observing good management practice, such as making time for informal discussion and feedback (even though the pressure might seem that it is reasonable to let such things slip - during difficult change such practices are even more important). Tips when applying these principles

Sustaining motivation and commitment Circles of Influence and Concern (Covey, 2006)

Models Traditional Models of OD and Planning Define the problem Fix what’s broken Focus on decay What problems are we having? Appreciative Inquiry Search for solutions that already exist Amplify what’s working Focus on life-giving forces What is working well around here?

Appreciative Inquiry A.I. works on the assumption that whatever you want more of, already exists in all organisations, groups and individuals A I is a way of thinking, seeing and acting for powerful, purposeful change

Assumptions of AI In every society, organisation or group something works What we focus on becomes our reality Reality is created in the moment and there are multiple realities The act of asking questions of a group or organisation influences the group in some way People have more confidence and comfort to journey to the future (the unknown), when they carry forward parts of the past (the known) If we carry parts of the past forward, they should be the best about the past It is important to value differences The language we use creates our reality

Appreciative Inquiry Spirit (Purpose): What are we here for? What are we as an organisation part of that is greater than ourselves? Identity: Who are we? Values and Beliefs: What is important to us? What motivates us? Capablities: What do we know how to do? What skills do we have? Behaviour: What are we doing? Environment: Where do we operate? What is around us?

Appreciative Inquiry - steps Discover – what are we good at? Success? Dream – what stretch do we need? Gaps Design Deliver

Sometimes the greatest challenge is to actually begin, there is something deep in us that conspires to remain within safe boundaries, to stay the same. John O’Donoghue “Those who say it can’t be done will always be overtaken by those who do it.” Meaning makes a great many things endurable – perhaps everything. Carl Jung Things alter for the worse spontaneously, if they be not altered for the better designedly." (Francis Bacon; English philosopher, statesman, and essayist.) Some thoughts