amtoft organisationspsykologi mail: [email protected], change management how to understand and...

Amtoft Organisationspsykologi Mail: [email protected],

Change managementHow to understand and deal with the reactions

- during the process of change

1. Managing the process of change – how do we react?

2. How do we think and react during the process of change? Why resistance towards changes?

3. What happens in modern organization during the process of change?

4. Managing the complexity in modern organizations – what is important?

5. The role and the person of the manager - Relational competencies of the manager

6. Tools and good advices


Approach and background : Teacher -76

psychologist-87Approved clinical,family and organizational Psychologist

Organisational developmentFacilitating and monitoring:

ImplementationCross structural dialogues- Mergers and restructuring processes 18 years

Education : Topmanagement and PMleadership changemanagement

SIMI :E-MBA

CoachingIndividual competence devellopment


Fundamental principles for learning

• Meet as human beings..

• Respect and listen to the stories

• It has to be: fun, interesting and safe to be here

• You have to risk to give

• Nobody is perfect… we all have strength and weakneses but only by investing yourself, you can work with it

• Real competence is not demanding or pretending that you are perfect ,but to be courageous enough to be open, honest and visible with your strength and weaknesses, and develop them in relationships

•


Managing the process of change

– how do we react?


Two realities to manage

Strategic Objective reality

rational Logical

cause/effect thinking If problems looking for the right solution

Implementation Emotional reality

Defined, constructed truths Sensemaking

Solutions that makes sense or are possible right now.


Storytelling

Managing complexity and relations

New future

Changes The complex zone

• Learning process and sharing of knowledge

• Often calibration and follow-up

• A culture of improvisation

• Reflections

• Appreciatively approach

• Identity and authenticity strengthening

Firm form

Lizard structures

At this moment

On the way


Implementing change in organizations

Due to your experiences:– what is important to be aware of as managers

or change agents.

• Learning from these experiences :– What would you do differently in your next

change proces

• Burning question to our topic– What would make your life so much easier, if you found the answer today…?


Managing the process of change – how do we think and react during changes?


Two simultaneous processes of recognizing

the world around you

Categorizing:

• Intellectual, rational understanding of the world (the changes)

• Do I see the necessity?• Is it a logical process of

change?• Do I understand the plan,

the organization and my academic qualifications in the future?

Symbolizing:

• Emotional interpretation of the world(the changes)

• Do I like changes?• Do I believe that the

changes will benefit my position?

• What do I win/loose?


2 basic psychological needs

Power:•Being i control of ones own life

•Manage the challenges you meet•Having influence your own situation

•Feeling empowered

Meaning: • Making a difference in the big game.

• Feeling respected

• Being heard

• Understanding why

• Getting explanations that makes sense


Being part of the team, instead of against it

Chess• You plan and then you

carry out the plan

• And believe you are in full control of the process

Interactive videogames• Continuous assessment

and continuous negotiations

• Not possible to be outside the game

• One has to live with diversity

• Trust is crucial• Many “ready” net-work

groups and tools in the bag


How do we think and react during change processes?

Is it resistance, emotinal reactions or broken dreams?


Doubt ??About relations and

identityChanges in status

Self-esteemPositive work relations

ChangesStrategy - objective

Threats

Possibilities

Anxiety

Joy


Different reactions towards changes – lizards, inspectors, skinflints or front fighters

What to do as a leader?

NegativeNegative

TraditionalistsSecurityLoyalty

Bearer of cultureSorrow, losses and

powerlessness“not in control” of the

futureIn need of rituals and

honoring

Bystandershesitating

Looking for meaningAmbivalences and doubts

Fear of exposureIn need of a push and a

place to belong

Change agents

ProudDriven by performance

Lots of energy“the humblebee syndrome”

In need of reflections

The opponentsFear

Los of power/influencePolitics Anger

In need of influence and satisfaction

Reactions on factors

of change

PassivePassive

Positive

In interest of the changes

Active


Be aware of war symptoms

Making the world into demons• Splitting (the good and the bad)• Rearmament • Scapegoating • Blaming complaning• Tabooing • Disqualifications


What happens in the modern organization

during the process of change?


Organisations during the process of change

A demand for flexibility– Short term planning– Change in priorities – Overview anxiety

Lack of absolute truths– No “firm and visible” goals over a long period of time– No “right way” to do things– Many unanswered questions and chronically irresolution

Many things go beyond normal limits– Personal, professional, structural, cultural, morally and so forth– Lack of curiosity

Strong ambivalence towards the management– The desire for a strong man/woman, who can take the responsibility and

meet the irresolution – At the same time the employees want total control of themselves


The cycle of change

MODSTAND

Decreasing activity

Sporadic indications

Acknowledge-ment

Introductory behavior

Implementation

Integration

understand

enjoy

trust

”By in”- process


Managing change in complexity

– what is important?


• “It is difficult for many leaders to work with self-organizing processes because they are used to see them self as someone in control, realizing goal and create the future as individual heroes instead of simply being part of a process that continuously develop”

• Patricia Shaw 2002 - Nuclear physician and organizational consultant

Management in complex organizations


How to manage complexity and employee relations

”The best practiced way” • Rules and handbook prescriptions• Best practices• Leaves you with the possibility ofbeing in control, but there is a big risk, that the reality will overtake

”Chaos”: • My own way

• Individual learning

• Random common effort

”Complexity”• Many possible ways

• A question of usefulness and necessity: investigate what the

situation as a whole calls for(partners, leaders and other

complex systems)

EvaluationFeedbackSparringReviews


TID knowledge Decisions

Reviews

Feed-back

Evaluation

Improvisation

New knowledge: embarrassing or useful?

Sufficient knowledge to take the next step – not to guarantee the

success


The role and the person of the manager

- Relational competencies ofthe manager


“The Alchemist” by Paulo Coelho

”Well, there is only one advice I can give you”, one of the most wise men said.

”The secret of happiness is to experience the worlds splendors without forgetting the two drops of oil in the spoon.” The shepherd stood silently. He understood the old king’s story. A shepherd loves wandering, but he never forgets his

sheep. Amtoft & Vestergaard

Organisationspsykologi [email protected] & [email protected]

mailto:[email protected]

mailto:[email protected]


Hard worker or heroic commander

”I can stand to climb the mountains, but the hard work over the flat steppes – that, I will never be able to handle”

Bertolt Brecht


Development of organisationsand individuals

Follow-upevaluation

Practice and learn

Time to reflect Trust

Necessity

Interruption

Systems


Being a long waited guest• Take off shoes. Doesn`t bring dirt into our house• Admire our home and will not try to change it..• Brings interesting news• Brings the good stories about us into the outside world• Give us a positive mirroring. The story we like about ourselves!• Could be a bridge to good network and influence• Brings a present.• Arrives when it suits us.• Do not course us any trouble or extra work.Sometimes even useful.• Helps laying the table or what is needed• Appreciate our efforts and shows gratitude.• Respectful towards our life and things, that surrounds us.• Show us that we can make a difference• Calls the next day and later telling us, what difference we had made…

Entertaining, appreciating, respectful and developing

• .


Managing complexity and employee relations

Basic trust– “Alignment dialog“ Are you in or not?– Create meaning true dialog. What does it mean for you?– First the truth and the difficult messages from the leader?

Creating a positive culture of learning– Net-working– Play around with knowledge and competences– Dialog and collective mindset in the organization - vertical as well as

horizontal

Reflection and hope– Positive acknowledgement – Confrontation with the reality and critical reflection– A Heliotrope follow-up: the management follows the sun


3 domains

Domain of estheticsPersonal preferences

Domain of

production

Domain of reflections

5.Th province


Like/dislikePassions Personal motivationPersonal grounds and special competences + Performance, being seen and clearsuccesses+be transparent and clear+ autencityPersonal choices

5.Th provinceCuriositywonderingMicro and macro-perspectives and things betweenGo from the simple and make it complex for a whileStay with details deepening processesAvoid performance and competitionOk being in doubtQualifying decisions+ connecting and coordinating differences

Fast and many decisionsKISSAvoid detailsAgenda and decisions as planedFighting and discussionsfor your perspective

” Virtues and valuable behavior in the three domains

Domain of reflectionsLearning relatingCoordinating

Individual DomainEsthetics and motivation

Domain of production:action and doing


Allignment in the 3 domains

Economic dimension

What are the expectations to me?

Do I get any kind of help?

What are the rules?

How is my effort rewarded?

Social dimension

What vision do I haveto be part of?

What values shouldwe share?

What informal rules about behavior and

risk-sharing will hold good?

What kind of group or team shall I be part

of?

Psychological dimension

What can I gain from this?

How chancy is it for me?

What personal satisfaction will I

obtain?


Meta-competencea “lonely” position

• A birds eye view of groups and activities • Ensure the values and the frames around the group and

the organization• Ensure the connection between the part and the whole• Never become too close to the group or an individual so

that it is not possible to act according to the whole• Be neutral • Ensure the whole and all the involved• Ensure the process of learning instead• Live with and in dilemmas


Several tools and good advices


Advice to the managers - dealing with implementation and changes

• If possible present the factual knowledge and eventual structural changes (before) actual development plans.

• Talk to each individual and make extra time to talk to those who are especially touched by the changes in the project. Get them involved as early in the process as possible.

• Use former experiences on changes. Ask for stories and similar experiences. Use the learning points from before in an positive and proactive manner

• Listen to the stories told through out the organization concerning the changes. Those who are located fare away – do they have most of the stories? Start a dialog about this. Remember those who you don’t think about!!


Advises…..continued

• Underline what shouldn’t be changed

• Talk about your fascination

• Avoid giving to much general information, details of content and to much explanations to why the change is necessary.

• Try hard to create a story about the changes that makes sure that the past and each individuals perspective is recognized

• Be honest and tell what you don’t know


Advises…. Continued

• Give up the idea, that only one solution is right. What seems right one moment can be impossible the next.

• Make a proces and plan for how you will collect new knowlegde.

• Try, practice and evaluate. Meet in the 5th province.Reviews

• Educate managers, project-managers and change-agents in dealing with complex thinking.

• Do not pretend there is an easy solution – there never is! Realize that you cannot control the complexity – you have to embrace it.

• Be in charge not in controle


The apriciative focus

• Placebo focus instead of looking for mistakes. Go through what’s going on, does it work, and why does it work. Strengthening the forces of the system

• Resource archaeology: digging up the competences by storytelling and redefining the stories. (Look for beautiful and positive stories and make them bigger)

• Create process that ensure as many voices to be heard as possible. These processes cannot be made hierarchically


Meetings in the 5.th provinceMindset and ethical framework

• No one has a monopoly of visions and goals.• Everyone must keep an open mind to others’ views, and not

argue with them.• We are curious, not censorious.• We welcome disagreement - diversity is an asset.• We do not criticise others’ actions, their motives or their

ideas.• We constantly examine others’ versions of reality.• We welcome problems and problematic points of view,

including those which are brought forward without solutions.• In this forum, we discuss possibilities, ideas and new

courses of action.• We focus on the future.

amtoft organisationspsykologi mail: [email protected], change management how to understand and...

Documents

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change processes

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way slide

sense slide

logical process of change

change management

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