1. 0 UNDERSTANDING AND MANAGING CHANGE

2. 1 LEARNING OUTCOMES To understand common reactions to change To develop an understanding of barriers to change and how to overcome them To develop an understanding of some tools to assist in implementing change To consider your role as a team leader in the change process

3. 2 Sometimes the benefits of change may not be apparent…… This telephone has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us ( Internal memo, Western Union, 1876) Everything that can be invented has been invented (Charles Duell, Commissioner US Patent Office, 1899) Worldwide demand for cars will never exceed one million, primarily because of a limitation in the number of available chauffeurs (Research prediction, Mercedes Benz, 1900) CHANGE PROPHECIES

4. 3 CHANGE PERSPECTIVES There is nothing like returning to a place that remains unchanged to find the ways in which you yourself have altered. Nelson MandelaNelson Mandela, A Long Walk to Freedom Change is the process by which the future invades our lives, and it is important to look at it closely, not merely from the grand perspectives of history, but also from the vantage point of the living, breathing individuals who experience it. Alvin TofflerAlvin Toffler, Future Shock

5. 4 Three Stages Of Change LEWIN’S FRAMEWORK

6. 5 Current State Restraining forces Driving forces Desired State LEWIN’S FORCE FIELD MODEL

7. 6 Beginning: Re-Freeze New Order Neutral Zone: Movement Ending: Unfreeze Status Quo ‘Most organisations try to start with a beginning, rather than finishing with it. They pay no attention to endings. They do not acknowledge the existence of the neutral zone, and then wonder why people have so much difficulty with change.’ William Bridges Change is not the same as transition. Change is situational whereas transition is the psychological process people go through to come to terms with the new situation. Change is external and transition is internal. MODEL OF TRANSITION (Bridges)

8. 7 Emotional Response Denial Immobilisation Anger Bargaining Depression Testing THE CHANGE CURVE

9. 8 Laggards or Resistors (25%) Late Majority (25%) Early Adopters (15%) Innovators (10%) Early Majority (25%) champions - prepared to take a risk, and see what happens follow innovators or because they see the benefits of change not particularly vocal but are likely to commit if solid evidence resist or challenge because they have a strong stake in the outcome. If they can be convinced that the change is necessary and valuable it will succeed, can influence others cautious, wait and see attitude before they are ready to commit Rogers E. (1985) START HERE MANAGING CHANGE Do You Recognise Yourself ?

10. 9 Where would you place yourself on the change curve? Why have you positioned yourself there? What and who might support you through this transition? How might you utilise systems, processes, resources and people to enable positive outcomes for yourself and others? PERSONAL REFLECTION