1. Change Management to Forward Pharmacy
Presented by Andrew Marty
Managing Director
SACS Consulting
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2. Objectives Why do people vary in their receptiveness to change?
Preconditions to change – Engagement
Positive psychology
The neuroscience of change
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3. Your objectives…
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4. Why do people vary in their receptiveness of change?
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5. Nature and nurture Nature Nurture Outcomes
Quality and Quantity of work
Quality and Quantity of work relationships
Nature
Nurture
Intelligence
Verbal
Numerical
Abstract
Integrity
Personality e.g.,…
Honesty-Humility
Emotionality
Extraversion
Agreeableness
Conscientiousness
Openness
Skills
Abilities
Experience
Knowledge
Qualifications
Attributes
Style
Attitudes
Values
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6. Cognitive ability
Verbal
Numerical
Abstract

7. Personality - Lee and Ashton’s HEXACO
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8. Basic Individual Values
CONSERVATION
SELF ENHANCEMENT
SECURITY
POWER
TRADITION
ACHIEVEMENT
CONFORMITY
HEDONISM
BENEVOLENCE
STIMULATION
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SELF DIRECTION
UNIVERSALISM
SELF TRANSCENDENCE
OPENNESS
TO CHANGE

9. Competencies
Outcomes
Skills
Experience
Attitudes and values

10. Change is learning.
Key message from the neuroscience of learning.

11. If change is learning…..
Then we must set our change efforts up as learning activities
We must create the preconditions of learning

12. Bakker 2011 – work engagement
Vigour
High levels of energy and mental resilience
Dedication
Strongly involved in work. A sense of significance, enthusiasm and challenge
Absorption
Fully concentrated and happily engrossed in work such that time passes quickly. A sort of extended version of “flow” (Csikszentmihalyi 2002).
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13. Causes and consequences of work engagement
Job
resources
Job
demands
Job
Perfor-mance
Work
Engage-ment
Personal
resources
Job
crafting
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14. Engaged employees tend to “job craft”
They focus on outcomes – rather than emotions
They build resources – cooperation, support, skills, processes, systems
They redesign their jobs to do them better
They manage and proactively acquire the resources necessary
They collaborate, which creates higher morale
They increase their job demands – more initiatives, higher standards.

15. Positive psychology activities
Reducing focus on the past and concentrating on the future – making plans about how to get there
Gratitude exercises such as “3 blessings”
Learned optimism exercises such as three anticipations
Acts of generosity
Signature strength exercises
Mindfulness activities, including meditation
Forming collaborative work groups to work together to create an ideal future.
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16. A neuroscience based approach to change
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17. Neuroscience of change
New
tasks
Perception of “errors”
Familiar tasks
Fight, flight, and fear
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18. Simply expecting people to fall in line.
Can change be achieved?
The brain hates change which is externally imposed
It will make its owner do whatever is necessary to escape the discomfort
This is why traditional methods often fail
Carrot and stick
Simply expecting people to fall in line.

19. The keys.....
Focus
Insight
Attention density and repetition.

20. Focus….. Our brains take us toward what we focus on
Change undertakings often focus on “what’s wrong”
Or they focus on the process – “change” (or even worse, culture change!)

21. Destination based change……
“the past is perfect”
The emphasis is on the future – that is what we put the focus on
We develop as clear as possible a picture of the desired future – very specific and mutually shared
Irrespective of people’s starting position, they may be able to share an enthusiasm for a worthwhile destination
Avoid the possibility of tribalism.
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22. Insight….. Action Reflection “Learning curves”
The dangers of consultation
Preconditions for insight…..
Action
Reflection
Don’t just talk to people about it – get them to do it!
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23. Attention density and repetition….
This is not an episode, it is a journey – ongoing movement toward the destination
Multiple meetings with empowerment and accountability to drive the change
Will reinforce the neural pathways and embed change.

24. Conclusions Recruit “change ready” employees
Stop fighting your employees’ brains
Create the preconditions for change
Avoid consultation and emphasise empowerment and accountability
Plan your change through destination based change