1. Change management or management of changes or just Change... happens all the time 6th European Scout forum, Obidos, Portugal, March 2009

2. Tadej Pugelj, MTWG Who is here?

3. Tadej Pugelj, MTWG What is... Change management is a structured approach to transitioning individuals, teams, organizations... from a current state to a desired future state.

4. Tadej Pugelj, MTWG Is it (im)possible? Change in organisation is possible if individuals: can see the reason to change (Rational), believe it to be valid and (Emotional) accept it as necessary (Will).

5. Tadej Pugelj, MTWG Aim and objectives of this session To support better Change management on national and local level through developing understanding, performance and multiplication effects. After the session it is expected that you will: Gain basic knowledge of change management Understand how change management influence better results Be skilled to apply theory in personal situation and in organisation on national and local level

6. Tadej Pugelj, MTWG Trainining session title “Opening up to new ideas” What has new ideas to do with change management ?

7. Tadej Pugelj, MTWG From ideas to change management Ideas Ideas change “the world” Change should be accomplished – there’s a need for management

8. Tadej Pugelj, MTWG Change

9. Tadej Pugelj, MTWG Change

10. Tadej Pugelj, MTWG Change

11. Tadej Pugelj, MTWG Change

12. Tadej Pugelj, MTWG What do you want to change? Map your idea Share in couples (pairs) Test number 1 (REW) can see the reason to change (Rational), believe it to be valid and (Emotional) accept it as necessary (Will).

13. Tadej Pugelj, MTWG How your idea affect others?

14. Tadej Pugelj, MTWG Change in your organisation? What is recent change in your organisation? Who is involved? Who is affected?

15. Tadej Pugelj, MTWG Myth of the Hero-Innovator “The idea that Hero-innovator produces, a knight in shining armour who, loins girded with new techniques and beliefs, will assault the organisational fortress and institute changes in himself and others at a stroke......The fact of the matter is that organisations will like a dragon eat the hero-innovator for breakfast!” (Giorgiades and Phillmore, 1980)

16. Tadej Pugelj, MTWG Change management Change management is a basic skill in which most leaders and managers need to be competent. Are they? When leaders or managers are planning to manage change, there are five key principles that need to be kept in mind:

17. Tadej Pugelj, MTWG Key principle number one Different people react differently to change! What are possible reactions? Insecurity, lack of selfconfidence, that doesn’t concern me, denial, enthusiasm, saying “good bye”, attack How we respond on reactions? Encourage them, convince them, giving information, promise something

18. Tadej Pugelj, MTWG Key principle number two Everyone has fundamental needs that have to be met Do we know some? To be seen, to be respected, to feel safe, stability, to mantain “personal life” What attitude do we have toward them? To listen, involve them, give them recognition, to support them

19. Tadej Pugelj, MTWG Key principle number three Change often involves a loss, and people go through the "lose curve“ What could be “the lose”? Identity, our members, what we already know, stability, already tested methods, the feeling of belonging together, title, security How we could turn lose into gain/win? Give examples, time, flexibility, confidence, new security

20. Tadej Pugelj, MTWG 4 phases of Lose Curve Denial Resistance Exploration Commitment

21. Tadej Pugelj, MTWG Key principle number four Expectations need to be managed realistically What do we expect from others? Acceptance, support, constructive feedback, teamwork, involvement, openess for new ideas, friendship How they see our expectations? The same (mirror effect)

22. Tadej Pugelj, MTWG Key principle number five Fears have to be dealt with Do we have some? Lose of groups and leaders, fear of change itself, fear of fail, fear to loose motivation Do we have ideas, how to cope with fears? Communication, understanding, talk and respect fears, fears are natural part of human, looking together for possible solutions

23. Tadej Pugelj, MTWG “Strategies” to cope with changes Knowledge utilization model Organisational Development model Democratic approach model Systems approach model Charismatic leader approach model

24. Tadej Pugelj, MTWG “Strategies” to cope with changes Knowledge utilization model ► Organisational Development model ♪ Democratic approach model ● Systems approach model ♥ Charismatic leader approach model ♣ Tool for assessment is available on this websitethis website

25. Tadej Pugelj, MTWG Knowledge Utilization Model Knowledge is a magic stick! When we know, we can! Training, support on demand...

26. Tadej Pugelj, MTWG Organisational Development Model Right working conditions Trust, truth and not too much bureaucracy Adaptable, flexible, responsive organisation that changes gradually, step by step...

27. Tadej Pugelj, MTWG Democratic Approach Team working. Consensus on decisions! Collaboration and empowerment

28. Tadej Pugelj, MTWG Systems Approach model Efficient operations and processes. Right structures and mechanisms, job descriptions...

29. Tadej Pugelj, MTWG Charismatic leader approach model Strong and clear lead. “One man” vision! Instructions, task division...

30. Tadej Pugelj, MTWG Strategy Which is the one you believe in most? Green dot What about one you think is not suitable? Red dot Results from the session on the 6th forum, Portugal 2009

31. Tadej Pugelj, MTWG Change organisation culture (Stoll &Fink 1996) Shared goals“We know where we’re going” Responsibility for success“We will make this work” Collegiality“We’re in this together” Continuous improvement“We can still do better” Lifelong learning“Learning is for everyone” Risk taking“We learn by trying something new every day” Support“There’s always someone there to help” Mutual respect“Everyone has something to offer” Openness“We can discuss our differences” Celebration and humour“We are a good team”

32. Tadej Pugelj, MTWG Small tips on change management Acting is better than planning Think big – act small Go where the energy is Involve people – build ownership Make alliances instead of enemies Help and support is required all the time

33. Tadej Pugelj, MTWG From theory to reality Personal perspective -me and others Local and national perspective and relations Lack of will, opporunity, ability

34. Tadej Pugelj, MTWG So what would be the impact? Personal action plan

35. Tadej Pugelj, MTWG Further reading Change management toolkit Strategy for scouting Organisational management T-kit + many more...

36. Tadej Pugelj, MTWG Reflection - evaluation What I learned from this session? How can I use this knowledge particularly to make an impact at the local level? Ideas and recomendations for my own personal and Scout life?