change november 2015
TRANSCRIPT
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All you wanted to know about change management
by Toronto Training and HR
November 2015
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CONTENTS3-4 Introduction5-6 Definitions7-8 Types of change9-10 Key issues in the change management process11-12 Criteria for mobilizing change13-14 Taking charge of change15-16 Questions to ask17-18 Sense making and change19-20 Practical ways to facilitate change21-22 Typical reactions to major change23-24 A stakeholder engagement culture and change25-27 Is a people plan needed for the change process?28-29 Conditions that form the basis for good hosting of change30-31 Areas where we need to change the way we approach managing change32-33 Turning strategic conversations into experiences that ignite engagement
and accelerate change34-35 Enlisting multiple sources to lead to positive change36-37 Strategies to engage and enable employees38-39 Change transformations40-42 How learning & development practitioners can make a difference43-44 Common myths about change45-47 Barriers to change 48-49 Challenges for change leaders50-51 Conclusion, summary and questions
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Introduction
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Definitions
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Definitions • Change management
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Types of change
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Types of change
• Evolution• Adaptation• Revolution• Reconstructio
n
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Key issues in the change management
process
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Key issues in the change management process
• Organizational issues• Individual/group
resistance to change
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Criteria for mobilizing change
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Criteria for mobilizing change
• Fast start, fizzles out• Bottom of the in-tray• Anxiety and
frustration• False starts• Successful change
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Taking charge of change
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Taking charge of change
• Keep an open mind• Evaluate your
changeability• Cultivate flexibility• Identify resources• Accept the challenge
to change• Look for role models• Take advantage of
change
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Questions to ask
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Questions to ask
• Discover• Choose• Vested interests• Coalitions and leadership• Act• Organizational defences• Fear of failure• Contradictions and
conflict• Anxiety and basic
assumptions• Shared mental modelsPage 16
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Sense making and change
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Sense making and change
• What is sense making?• Identity construction• Retrospective• Social process
• Dispositions
• Social position
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Practical ways to facilitate change
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Practical ways to facilitate change
• Develop leaders to lead change
• Proactively engage with change
• Facilitate teams going through change
• Understand change advocacy
• Champion wellness
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Typical reactions to major change
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Typical reactions to major change
• Shock• Denial• Resistance• Exploration• Commitment
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A stakeholder engagement culture
and change
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A stakeholder engagement culture and change
• Why create a stakeholder engagement culture?
• The characteristics of a stakeholder engagement culture
• How to create a stakeholder engagement culture
• Maturity levels of a stakeholder engagement culture
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Is a people plan needed for the change process?
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Is a people plan needed for the change process? 1 of 2
• Is there ownership of the process or systems by individuals?
• Was the process or system developed or refined by the individuals?
• Do the individuals have a mid to long term involvement with the process or system?
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Is a people plan needed for the change process? 2 of 2
• From the individual’s perspective is the process or system satisfactory?
• Has a previous attempt to change the process or system failed?
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Conditions that form the basis for good hosting of change
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Conditions that form the basis for good hosting of change
• Be present• Participate and
practice conversations
• Host• Co-create
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Areas where we need to change the way we approach managing
change
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Areas where we need to change the way we approach managing change
• People aren’t always motivated by what motivates you
• People don’t like being told what’s good for them
• It takes positives and negatives to change
• Your leaders may be hindering rather than leading the change
• Good intentions are never enough
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Turning strategic conversations into
experiences that ignite engagement and
accelerate change
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Turning strategic conversations into experiences that ignite engagement and accelerate change
• Define your purpose
• Engage multiple perspectives
• Frame the issue• Set the scene• Make it an
experience
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Enlisting multiple sources to lead to positive change
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Enlisting multiple sources to lead to positive change
• Focus on behaviour• Connect to values• Invest in skills• Leverage peer pressure• Change the
environment
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Strategies to engage and enable employees
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Strategies to engage and enable employees
• Enlist the support of managers at all levels
• Clarify ‘must-win’ battles
• Manage the hand-offs• Avoid the trap of
routines• Take a broad
perspective on rewards• Don’t overlook
recognition• Treat training as a
process rather than an eventPage 37
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Change transformations
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Change transformations
• Design • Techniques• Management
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How learning & development
practitioners can make a difference
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How learning & development practitioners can make a difference 1 of 2
• Business credibility• Commitment to
personal development
• Understanding the change agent’s role
• Knowledge of consulting best practice
• Excellent facilitation skills
• Sense of realismPage 41
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How learning & development practitioners can make a difference 2 of 2
Overcoming change fatigue• Ditch the rhetoric,
and in particular the term ‘change fatigue’
• Empathize don’t patronize
• Make your intervention relevant
• Be useful not helpful• Intention
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Common myths about change
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Common myths about change
• Change is fixed• Change is managed• Change fails• Change resistance is
bad
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Barriers to change
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Barriers to change 1 of 2
• Fear• Comfort• Broken promises• Language• Drift
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Barriers to change 2 of 2
Layers of resistance• Disagreement that
there is a problem• Disagreement about
the nature of the problem
• Disagreement about the direction or details of the solution
• Disagreement that the solution can be implemented successfully
• Unspoken/unresolved reservations
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Challenges for change leaders
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Challenges for change leaders
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• Control• Maintaining the
pace and avoiding shortcuts
• Avoiding initiative decay
• Over-focus on the individual leader
• Playing politics• Skip on multi-
loading• Don’t hunt in packs
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Conclusion, summary and questions
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Conclusion, summary and questions
ConclusionSummaryVideosQuestions