Management training for Shop Managers Week 3 – Day 3 Implementing change Week 3 – Day 3 Implementing change.

Management training for Shop Managers Week 3 – Day 3 Implementing change Week 3 – Day 3 Implementing change

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:2 08:00 – 08:45 14:00 – 14:45 Timetable Gr 1 / Gr 2 Sequence How ? Simulation exercise : preparation 4 groups 09:15 – 09:45 15:15 – 15:45 Simulation exercise : debriefing Simulation exercise 10:15 - 10:30 16:15 – 16:30 Break 12:15 – 12:30 18:15 – 18:30 Conclusion – Training evaluation Discussions 09:45 – 10:15 15:45 – 16:15 Simulation exercise : role playing Discussions 11:00 – 11:45 17:00 – 17:45 Exercise 08:45 – 09:15 14:45 – 15:15 Introduction : expectations – some theoretical aspects Discussion, Powerpoint Case mapping on the partners chart The strategies to be adopted with regard to the different players 11:45 – 12:15 17:45 – 18:15 Powerpoint 10:30 – 11:00 16:30 – 17:00 The 3 tools for implementing change Powerpoint Programme

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:3 Session objectives By the end of this training, we will have… –…understood the scope and foundation of change management –…discovered concrete tools to help us in implementing change –…put these tools into practice –…discussed the difficulties in and solutions for implementing change

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:4 Contents Introduction : some theoretical aspects –The contexts of change –The stages in change –The strategy of change Communicating change (Simulation exercise) 3 assistance tools associated with the 3 key dimensions of the implementation of change –Vision and direction  transformation chart –Mobilisation and communication  partners chart Presentation Exercise Strategy for managing players –Action  Action plan and RACI Conclusion of the session

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:5 Let’s share our experiences ! In your opinion, what are the key factors in the success of change or the reasons for its failure ? What are the points to be watched which we must keep in mind ? Exercise

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 OPTIMISATION TRANSFORMATIONCRISIS CONSTRUCTION Source : IMD Change takes place in 4 types of contexts…

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:7 CONSOLIDATE AND ANCHOR continuing to make progress The key factors in the success of change IMPLEMENT securing the short-term gains Vision => Develop a clear vision and share it Mobilisation => rely on the intelligence of the people in the field, establish a coalition & team spirit Experimentation / trials / pilots… => ownership Improvement => of results => and of people Execution => Put visible and symbolic changes in place rapidly, secure the short-term gains Communicate Provide the resources and measure Involvement of top management and exemplary nature of managers According to Kotter, Bundel, Optim Ressources LAUNCH creating a heeling of urgency

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:8 Sommaire Introduction : some theoretical aspects –The contexts of change –The stages in change –The strategy of change Communicating change (Simulation exercise) 3 assistance tools associated with the 3 key dimensions of the implementation of change –Vision and direction  transformation chart –Mobilisation and communication  partners chart Presentation Exercise Strategy for managing players –Action  Action plan and RACI Conclusion of the session

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:9 The emotional cycle of change allows us to share and impart our vision on the difficult situations of the project Confidence / energy + Pessimism / energy - Time Certainty Solid references Hope Comprehension of new references, realisation of how far they have come Confidence new logics of action, need to bolster what has been learned Satisfaction Recognised success, need for reward / valorisation Doubt Loss of reference points, need for explanations Interrogation Adaptation, feedback of experience Renewal Constructive learning Refusal and resistance Negative certainty, need to hear that it is unavoidable Depression “Death Valley” Loss of horizon, need for comfort, little successes ILL-FOUNDED OPTIMISM Honeymoon period The ideas look very attractive on paper The main obstacles have all been considered JUSTIFIED PESSIMISM Problems arise There seem to be few obvious solutions Morale drops POSITIVE REALISM Decisive moment A feeling of accomplishment replaces the feeling of negotiation and fatalism The problems have not all gone away, but hopes are based on realistic data JUSTIFIED OPTIMISM Optimism starts to grow A feeling of renewed energy appears ACHIEVEMENT OF OBJECTIVES Changes successfully made Results achieved often different from those initially planned Project manager X According to Capgemini, Optim Ressources

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:10 Sommaire Introduction : some theoretical aspects –The contexts of change –The stages in change –The strategy of change Communicating change (Simulation exercise) 3 assistance tools associated with the 3 key dimensions of the implementation of change –Vision and direction  transformation chart –Mobilisation and communication  partners chart Presentation Exercise Strategy for managing players –Action  Action plan and RACI Conclusion of the session

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Parties involved Supervisory bodies Supervisory bodies Suppliers Customers Co-operating bodies Co-operating bodies Control bodies Control bodies Project team Project team Functional services “Compagnons” Intermediate management Management Team Supervisors

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 The strategy of change : 1. Give direction VISIONS DESIRED VISION CURRENT REALITY Expected advantages Reasons for change Creative tension OBSTACLES REALITIES Draw up and share Establish and maintain Identify Recognise and share

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Give a direction to the project or the solution for the various parties involved DIRECTION MACRO : management level DIRECTION SOLUTION MICRO : individual level

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Strategy of change : 2. Set in motion and 3. Act GIVE DIRECTIONSET IN MOTION Shared vision Final result Intermediate result Shared reality DESIRED VISION CURRENT REALITY Expected advantages Reasons for change Creative tension OBSTACLES Select all the levers Provide support Experiment Intermediate result

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 To sum up : the strategy of change is based on 3 key dimensions Direct –Direction –Segmentation –Win-win offers –Identification of levers and obstacles Train –Measurement of success and positioning –Respective roles –Intermediate stages and objectives –Rhythm –Change network Set in motion –Modifications quickly visible –Rapid involvement –Short-term actions :  complementary levers  cascading of objectives  experimentation Vision Communication / mobilisation Action

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:16 Contents Introduction : some theoretical aspects –The contexts of change –The stages in change –The strategy of change Communicating change Presentation of the exercise Simulation exercise Debriefing 3 assistance tools associated with the 3 key dimensions of the implementation of change –Vision and direction  transformation chart –Mobilisation and communication  partners chart –Action  Action plan and RACI Conclusion of the session

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:17 Let’s exchange practices : short-term change How do we set the workshop in motion as soon as the change is announced ? –What should the shop manager do (what should YOU do) to indicate that a change is being implemented in the workshop ? –What has to be implemented in the very short term for the change to take shape and become reality ? –How do you communicate on the subject (say what you are going to do, what you are doing, what has been done) ? Exercise

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:18 Construct your launch meeting ! Exercise : you are a shop manager who has to put a project in place which is going to make a change necessary in the shop’s organisation and methods of work You have to present this project to your team for the first time in a 20 minute meeting. In your work groups, take 30 minutes to prepare 1 or 2 slides on each of the following points : –Vision and Direction –Mobilisation / communication / milestones –Action / start-up in the short term –Anticipation des questions / replies Each group will present their work in turn, linking to the preceding group Exercise

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:19 Contents Introduction : some theoretical aspects –The contexts of change –The stages in change –The strategy of change Communicating change (Simulation exercise) 3 assistance tools associated with the 3 key dimensions of the implementation of change –Vision and direction  transformation chart –Mobilisation and communication  partners chart –Action  Action plan and RACI Conclusion of the session

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Visualise your target with the help of a transformation chart Quarters 2006 2007 2008 20071 st qtr 20062 nd qtr3 rd qtr4 th qtr Man management Workshop organisation Behaviour Competencies Future Today Mastery Deepening Expansion Steering systems / tools

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Integrate your own transformation actions 20082007 1 st qtr 2006 2 nd qtr3 rd qtr4 th qtr Steering systems / tools Man management Workshop Organisation Workshop Organisation Client interne Competencies Future Shop manager’s individual behaviour action Today Behaviour

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:22 Contents Introduction : some theoretical aspects –The contexts of change –The stages in change –The strategy of change Communicating change (Simulation exercise) 3 assistance tools associated with the 3 key dimensions of the implementation of change –Vision and direction  transformation chart –Mobilisation and communication  partners chart Presentation Exercise Strategy for management of players –Action  Action plan and RACI Conclusion of the session

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Faced with any change project, the people involved implement a positive energy (synergy) or a negative energy (antagonism) to be analysed on a partners chart Synergy and antagonism : –two reactions expressed by each person depending on the circumstances and partners –are not strictly opposed and co-exist in most relationships Indifferent Resistant Opposed -4-3-2 +4 +3 +2 +1 Minimalist Interested Co- operative Militant Hard-liner Synergy or energy developed FOR the project Antagonism or energy developed AGAINST the project Active synergy Passive synergy Passive Antagonism Active antagonism SYNERGY -1 =Minimalist : fairly disinterested partner -2 =Interested : attentive, develops discourse -3 =Co-operative : takes initiatives -4 =Committed : militant, ready to commit all his energy and power SYNERGY -1 =Minimalist : fairly disinterested partner -2 =Interested : attentive, develops discourse -3 =Co-operative : takes initiatives -4 =Committed : militant, ready to commit all his energy and power ANTAGONISM -1 =Indifferent : fairly unconcerned partner -2 =Resistant : expresses reservations, looks for compromise -3 =Opposed : use of means of pressure -4 =Hard-liner : extremist attitude, breakdown ANTAGONISM -1 =Indifferent : fairly unconcerned partner -2 =Resistant : expresses reservations, looks for compromise -3 =Opposed : use of means of pressure -4 =Hard-liner : extremist attitude, breakdown

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:25 Construct your partners chart ! Exercise : position the people taking part in the preceding meeting on the partners chart in 4 groups Share the positions Debriefing Exercise Synergy Antagonism -4-3-2 +4 +3 +2 +1 Constructi ve Commi tted Passive Hard core Torn Opponents Hesitant

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 -1 =Minimalist : fairly disinterested partner -2 =Interested : attentive, develops discourse -3 =Co-operative : takes initiatives -4 =Committed : militant, ready to commit all his energy and power -1 =Minimalist : fairly disinterested partner -2 =Interested : attentive, develops discourse -3 =Co-operative : takes initiatives -4 =Committed : militant, ready to commit all his energy and power SYNERGY or level of interest in the project REMINDER : “bold lines” = under these lines (+1, +2 or -1, -2) synergy and antagonism are passive qualities, above the lines they are active attitudes Passive antagonism Active antagonism Indifferent Resistant Opposed -4-3-2 +4 +3 +2 +1 Minimalise Interested Co-operative Militant Hard-liner Active synergy Passive synergy ANTAGONISM or desire to oppose the success of the project -1 =Indifferent : fairly unconcerned partner -2 =Resistant : expresses reservations, looks for compromise -3 =Opposed : use of means of pressure -4 =Hard-liner : extremist attitude, breakdown -1 =Indifferent : fairly unconcerned partner -2 =Resistant : expresses reservations, looks for compromise -3 =Opposed : use of means of pressure -4 =Hard-liner : extremist attitude, breakdown Identify the players by means of a partners chart Exercise Page:26

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:28 To select the right management modes to suit the situation, we first of all need a clear understanding of the players’ game. The positioning on the chart reveals typical attitudes Synergy Antagonism -4-3-2 +4 +3 +2 +1 Constructive Comm itted Passive Hard-liners Torn Opponents Hesitant Passive n Little involvement. No initiative, no threat. n Silent mass of 30 to 70 % of the population n An energy reserve OR a hostile force depending on how they are mobilised Hesitant n Characteristic attitude : weigh up the pros and cons and favour bartered solutions ; want a negotiated contract whilst accepting the accommodations which give rise to advantageous compensations n Through their realistic criticism and temperate opposition, they oblige us to find advantageous solutions ceaselessly and without tantrums, n But they generally lack the creative imagination and devotion the company needs in order to progress. Torn in both directions n Paradoxical attitude leading to a situation in which they feel torn, difficult to live with, but usually temporary. n Attitude generally adopted by militants who embrace the aim with passion, but challenge management or the steps taken. Constructive n The most useful attitude, very unlikely to jump to conclusions and with a strong common agenda. n Do not hesitate to preserve their degrees of freedom and to defend original ideas. Committed n They show a supportive attitude which may go so far as excessive devotion and loss of critical faculty Opponents n They declare themselves opposed or dig in their heels, behaving in an uncommunicative, hostile manner with the intention of imposing their own personal agenda as far as possible. n Although not systematically evidenced, their rumblings of discontent must be taken seriously. Hard core n Theirs is almost an attitude of revolt. n All of their energy goes into their own personnel agenda, and especially into an apparently limitless capacity to prejudge matters without foundation, and any accommodation becomes impossible

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:29 3 strategies for managing populations Synergy Antagonism -4-3 -2 +4 +3 +2 +1 Construc- tive Comm -itted Passive Hard core Torn Opponents Hesitant Negotiation  Clarification of stakes  Negotiation (“giving/giving"), friendly dealings  “Putting to the test”  Attention paid to preventing a swing to opposition  “Enlightened” author- itarianism with the passive Negotiation  Clarification of stakes  Negotiation (“giving/giving"), friendly dealings  “Putting to the test”  Attention paid to preventing a swing to opposition  “Enlightened” author- itarianism with the passive Imposition  Imposition if the balance of power permits  Otherwise : avoidance, severance decision, isolation. Imposition  Imposition if the balance of power permits  Otherwise : avoidance, severance decision, isolation. Animation  Support  Empowerment  Consideration of opinions Animation  Support  Empowerment  Consideration of opinions Active allies åThose who are on your side and act Potential allies åThose who do not act against you

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:30 The “allies strategy” encourages you to spend more time on taking care of your allies than in containing or fighting your opponents n Faced with any change, the populations concerned divide into three groups : äA minority group of interested and vigorous allies. äA very large majority of the undecided and the “wait and sees”. äA minority group of opponents. Behaviour faced with a modification project n Create a strong coalition of allies, capable of gradually winning over the hesitant : äIdentify, support and encourage your allies, so that their synergy is more profitable than their antagonism. äDo some in-depth work with the hesitant (clarification of the stakes and benefits connected with the change). Counter the attempts of opponents to get the hesitant on their side by making counter-proposals. äContain your opponents by negotiation or by exclusion if necessary, presenting a united front with your allies and others joining your cause. The strategy to be developed

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:31 Some rules for the use of the partners chart In what context should this tool be used ? –In the context of a major transformation project which mobilises several people or several teams –In the case of modifications made to operation and organisation with consequences in daily life, in customs, in power relationships, in the functions exercised, hierarchical relations,… –When we find ourselves in a situation of tension (difficult negotiations, important codifications,…) or an impasse and we need to understand the strategies to be employed to get out of this situation How do we construct this partners chart ? –It must be based on FACTS : these may be spoken words, written words or actions which manifest synergy or antagonism –It can therefore only be created by MORE THAN ONE person (2 people at least) so as to compare points of view and analysis angles, collect facts from several sources –It must be constructed in a dedicated meeting, carefully and after discussion (not done quickly one evening on the corner of a table), and after clear agreement has been reached on how it will work and the use to be made of it How do we use it ? –The partners chart evolves at the same pace as the transformation project : above all, it must not be used as a sort of absolute categorisation of people : it is a tool to help with making decisions so as to know where to concentrate one’s efforts and energy in the context of major change projects, and it therefore has to evolve –Nor is it reasonable to expect it to evolve too often : it is not a tool which translates each person’s change of mood or frame of mind. This partners chart should be created after the transformation project has started, then changed once or twice during the project (depending on the size of the project).

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:32 Contents Introduction : some theoretical aspects –The contexts of change –The stages in change –The strategy of change Communicating change (Simulation exercise) 3 assistance tools associated with the 3 key dimensions of the implementation of change –Vision and direction  transformation chart –Mobilisation and communication  partners chart Presentation Exercise Strategy for management of players –Action  Action Plan and RACI Conclusion of the session

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:33 Typical action plan WhatWho With how much WhenHow What trace

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 RACI - Definition Who is Responsible ?  the DECIDER Who are the Actors ?  the one who DOES Who has to be Consulted ?  take his ADVICE Who has to be Informed  NEEDS to know The codes and their definitions can be modified

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:35 WhoRACIComments RACI of change management Fine-tune analysis of existing situation Analysis of risk / stakes Implementation Monitoring and correction Co-ordination Intervention within the workshop 2 Definition of missions Identification of players Definition of indicators Finalisation of macro-planning Launch meeting Set-up of a dedicated structure 1 Complete the resource requirement Plan the participation of operational people Transfer of competencies to gestionnaires Creation of user guides Transfer of competencies to contributors Mobilisation, involvement of staff 3

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:36 WhoRACIComments RACI of change management Define a communication – mobilisation plan Define communication media Implementation Monitoring and correction Communication 5 Provisional mgmnt of competencies Quantitative and qualitative monitoring of competencies Optimised internal mobility mgmnt Identification of profiles and the assignment process Communication to IRP Manage the social dimension of change 4 Co-ordination Finalisation of métiers Definition of processes Integration in the MOC organisation Introduction of a temporary organisation Implementation of the new organisation 6

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:37 Contents Introduction : some theoretical aspects –The contexts of change –The stages in change –The strategy of change Communicating change (Simulation exercise) 3 assistance tools associated with the 3 key dimensions of the implementation of change –Vision and direction  transformation chart –Mobilisation and communication  partners chart –Action  Action Plan and RACI Conclusion of the session

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:38 Individual action plan

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:39 On-the-spot evaluation of the session Content / methods Group dynamic Course leadership Exercises Teaching media Professional usefulness Lunch Venue 1 10 5 5 5 5 5 5 5 5 What you appreciated Opportunities for improvement …

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:40 Thank you for your attention

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:41

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Some visible signs of synergy and antagonism n Take the initiative in contacts n Prolong a meeting n Offer one’s services n Honour one’s commitments n Put forward an idea which comes into the other person’s agenda n Do not abuse one’s power... Common agenda n Personalise contact, call the other person by his name n Speak favourably of someone when he is not there n Greet someone warmly n Stop the other person taking a wrong step Crédit d'intention AFFECTIVE ACTION n Prepare one’s dossiers carefully to "attack“ the other n Be insensitive to the criticism or disapproval one’s conduct provokes in others n Try to see everything, know everything, decide everything n Have no fear of contradicting oneself or going back on a decision n Be on one’s guard n Take precautions, seek guarantees n Interrupt a conversation suddenly n Pretend not to recognise somebody n Create a stressful atmosphere n Take revenge Personal agendaProcès d'intention SYNERGY ANTAGONISM + +

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:43 ZOOM on the 3 population management strategies Synergy Antagonism -4-3 -2 +4 +3 +2 +1 Construc- tive Commi tted Passive Hard core Torn Opponents Hesitant 2. Negotiation 3. Imposition 1. Animation

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Strategy 1 : animation n Principles äJoin with the other to work towards a common objective äUnanimous decisions äCommon agenda > Personal Agenda + Crédit d'intention n Associated attitudes äEnthusiasm, trust, passion äOptimism, taste for hard work äFriendliness, community spirit «Create a warm and enthusiastic climate «Liberate collective energies «Develop a strong feeling of belonging to the company «Face up to impossible challenges «Create a warm and enthusiastic climate «Liberate collective energies «Develop a strong feeling of belonging to the company «Face up to impossible challenges Advantages «Forget one’s own interests «Ignore the difficulties of implementation and the amount of time required «Forget one’s own interests «Ignore the difficulties of implementation and the amount of time required Risks n Propitious situations äMutual trust äChallenge to be met together äSynergy > Antagonism äThe difference in power is not an issue for the manager and his partners n Rules of action äI apply common values äI unite people äI commit myself fully to a common project

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Strategy 3 : imposition / command n Principles äGet instructions carried out äUnilateral decisions n Associated attitudes äFirmness, determination, clarity äInsensitivity to criticism, courage «Better management of crisis situations «Bring rule, justice and continuity to the fore «Comfort the undecided, get the hesitant onto your side «Impress the hard-liners «Better management of crisis situations «Bring rule, justice and continuity to the fore «Comfort the undecided, get the hesitant onto your side «Impress the hard-liners Advantages «Ignoring the risk of failure (costs high in case of failure) «Radicalise the position of your adversaries and align them against you «Antagonism > Synergy – Kill off all initiative and develop conformism «Ignoring the risk of failure (costs high in case of failure) «Radicalise the position of your adversaries and align them against you «Antagonism > Synergy – Kill off all initiative and develop conformism Risks n Propitious situations äDefence of fundamental principles äGravity and urgency äAntagonism > Synergy äPower difference favourable to manager n Rules of action äI impose, I assert äI restrict the other’s degrees of freedom äI explain, I check äI approve the results äIf necessary, I impose my will

Management Training for Shop Managers 3 rd session Implementing change SGP / F Formation Management Industriel Confidentality D3 Page:46 n Principles äSearch for a solution acceptable to A and B äNegotiated decisions n Associated attitudes äFlexibility, diplomacy äOpportunity, ability äRationality of the socio-economic relationship «Favours discussion «Strengthens alliances «Opens space for dialogue «Allows for initiatives «Favours discussion «Strengthens alliances «Opens space for dialogue «Allows for initiatives Advantages «Takes up a lot of time «Give way on points which could have been obtained more economically with mode 1 «Weaken the undecided «Give the impression of being weak and unreliable «Lose sight of one’s initial objectives «Takes up a lot of time «Give way on points which could have been obtained more economically with mode 1 «Weaken the undecided «Give the impression of being weak and unreliable «Lose sight of one’s initial objectives Risks n Propitious situations äThe other person is co-operative and has ideas, means, energy which are useful to me äCommon interests äAntagonism = Synergy äPower is equivalent n Rules of action äI listen, I create common interests äI defer, I meet people halfway äI play on several tables Strategy 2 : negotiation

Management training for Shop Managers Week 3 – Day 3 Implementing change Week 3 – Day 3 Implementing change.

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Management training for Shop Managers Week 3 – Day 3 Implementing change Week 3 – Day 3 Implementing change.

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