change management - implementing swift & sudden change (brexit)
TRANSCRIPT
Implementing Swift & Sudden Change
W E B I N A R
CHANGE MANAGEMENT
A n d y We s t
www.ilxgroup.com
I m p l e m e n t i n g S w i f t & S u d d e n C h a n g e W E B I N A R
Introduction
Andy West
An experienced and professional Project & Change Management Skills Trainer with experience across a range of market sectors.
Involved in a number of projects covering the design and implementation of business systems and training solutions within a number of organisations.
I m p l e m e n t i n g S w i f t & S u d d e n C h a n g e W E B I N A R
Purpose of this webinar
To look at the problems encountered when reacting to Swift and Sudden change in the environment
(Brexit being a good example of this).To suggest some strategies and tools to deal with
these problems.
I m p l e m e n t i n g S w i f t & S u d d e n C h a n g e W E B I N A R
Change?
• Change “to make the form, nature, content, future course, etc., of (something) different from what it is or from what it would be if left alone: to”• “The altering of an entity”
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Emergent Change
Link to Chaos Theory
Many Interacting Forces
Many Reacting Responses
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Types of Organisational Change
• UNPLANNED• PLANNED
Swift & Sudden Developmental & Deliberate
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Swift & Sudden Changes
Triggers such as:• Brexit• Government Changes• New Technology• Ownership• Corporate Strategy
I m p l e m e n t i n g S w i f t & S u d d e n C h a n g e W E B I N A R
Common Issues
• Leadership• Resistance• Timescales for decision making• Timescales for delivery• Knee Jerks• Capability Gap
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Culture of Questions
One of the failures identified has been:“simple compliance with an authority figure”
Do we ask:• Why?• How do you know that?• Where did you get your figures from?• What assumptions have you made?
I m p l e m e n t i n g S w i f t & S u d d e n C h a n g e W E B I N A R
How People React to Change
Kübler-Ross Curve (1969)Denial
Anger or blame
Depression & confusion
Acceptance
Bargaining& self-blame
Shock1
2
3
4
56
7Problem-solving
MO
RA
LE
, E
NE
RG
Y &
PE
RF
OR
MA
NC
E
T I M E
I m p l e m e n t i n g S w i f t & S u d d e n C h a n g e W E B I N A R
Resistance: Causes & Responses
Not all resistance is bad, it forces you to explain and check
C A U S E R E S P O N S E
Loss of control Let them make choices and get involved
Excessive uncertainty Sense of safety
A surprise Don’t plan changes in secret
Too many differences Minimise the number of unrelated differences.Loss of face Celebrate the elements of the pastCompetence Lots of information, education, mentors and support systems.
Change is more work Allow some people to focus exclusively on the change.
Ripple effects Enlarge circle of stakeholders.
Past resentments Consider gestures
The threat is real Be honest, transparent, fast and fair.
I m p l e m e n t i n g S w i f t & S u d d e n C h a n g e W E B I N A R
Change Formula
C – ChangeA – Dissatisfaction with currentB – Desirability of the ChangeD – Practicality of the ChangeX – Cost of the Change
C = [ABD] > X
I m p l e m e n t i n g S w i f t & S u d d e n C h a n g e W E B I N A R
Capability Gap (McKinsey 7S Model)
Strategy
StructureSystems
Shared Values Style
Staff Skills
FARFUTURE
Strategy
StructureSystems
Shared Values Style
Staff Skills
NEARFUTURE
Strategy
StructureSystems
Shared Values Style
Staff Skills
NOWFUTURE
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Levels of Adoption
LEVEL NEED LENGTH OF COMMITMENT
LEVEL OF INITIATIVE REQUIRED
REINFORCED BY
LEVEL OF COMMITMENT
REQUIRED
1. COMPLIANCE‘I need to be
able to tell them what to do and
they’ll do it’
Short-term Low Rewards & penalties Accept
2. IDENTIFICATION
‘I need them to understand why they need to do
this and the consequences of
not changing’
Medium-term Medium A sense of meaning Willing
3. INTERNALIZATION
‘I need them to be able to make decisions about what, why, when and how things
are done’
Long-term High Alignment to values Committed
Kelman (1958)
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Using the Deliberate & Developmental
Consider developing• Culture• Skills• Toolkits• Localised leadership
I m p l e m e n t i n g S w i f t & S u d d e n C h a n g e W E B I N A R
A Final Thought
Swift & Sudden does not mean ‘Panicked’.Swift & Sudden does not always mean ‘Top Down’.
Ask yourself: “As an organisation, are we in the best place to react to any emergent challenges?”
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