Making Change Happen

Facilitated by Caroline Egan

Carmichael Centre for Voluntary Groups

Change – How is it perceived?

As a metaphor:“If you put a frog into a pot of cold water and

slowly heat it, the frog will let itself be boiled to death.” (Charles Handy, 1995)

Lesson: be aware and respond to the subtle changes in the environment, or you may not survive

Change – How is it perceived?

Geoffrey F. Albert’s View:

“It often takes more courage to change one’s opinion than to stick to it.”

Change – How is it perceived?

Lady Nancy Astor’s View:

“The main dangers in this life are the people who want to change everything – or nothing”

Change – How is it perceived?

Sydney J. Harris’s View:

“Our dilemma is that we hate change and love it at the same time; what we really want is for things to remain the same but get better”

Change – Incremental Vs Transformational

Sometimes it’s the simplest most pragmatic changes that make the biggest difference

Penguins on ice float – Youtube clip

http://www.youtube.com/watch?v=DX2ekG5kenM

Lessons learned?

Group exercise 1

In groups, pick two positive changes you have observed in the world around you that have taken place during the last year. Why are these changes memorable and positive?

The Nature of Change in Voluntary Organisations

Voluntary organisations are typically volunteer led and set up to address a perceived problem or need

People have considerable choice as to which organisations they will support (people move between groups or are involved in several)

The public’s expectations have changed with respect to relevance, governance and how money is spent

Funders have tightly specified performance requirements (general grants disappearing)

Staff and volunteers expect learning opportunities to be part of their experience

Changes in technology are changing people’s information gathering practices

The availability of new volunteers impacts on the nature and speed of change in a voluntary organisation

Partnerships, networks and coalitions are being used for greater impact

Using Second-curve Thinking to help Foster the need for Change

The Sigmoid Curve is an S-shaped curve which can be used to describe the life-cycle of organisations.

It means making changes near the peak of success

The paradox of success: what got us where we are will not keep us where we are

Reducing change/learning anxiety to create “psychological safety”

Involve the “change targets” in all the steps of the learning process

Provide a vision of a path Provide a safe environment for learning Provide the time and resources necessary for learning Provide first steps and a direction Work in groups Provide coaching and help Reward small steps in the right direction Work in a supportive climate (norms that support errors when

made)

Attributes of Change Agents

Leadership and listening skills Emotional intelligence Political skills Clarity about key issues, flexibility about

detail Long term commitment Reflect and learn – individual and team Seek support – for self and organisation

Effective Change through Leading and Listening

LEADING Clear view of the future Strong leadership Focus on action Investment in training Timetabled plan with

targets

LISTENING Desire to build on the best

of the past Strong commitment to

hear the concerns of people at all levels

Time for reflection Commitment to learning Freedom to act within

broad guidelines

The Change Process

1. Clarify the scope and scale of the proposed change initiative

2. Establish a change team with the power and expertise needed to ensure the change will succeed

3. Prepare a diagnosis of the problem so people can understand why change is needed

4. Build strong commitment to the need for the change and listen to people’s concerns

The Change Process

5. Develop a motivating vision for what the change will achieve

6. Plan and communicate extensively about the proposed change

7. Implement by empowering people to take the required actions

8. Incorporate change into the culture of the organisation

Readiness for Change = DxVxF>R

Readiness =

D (Dissatisfaction) With the current state

V (Vision) Is it compelling and shared

F (First steps) are they “doable”

should be greater than

R (Resistance) to change

Articulate the Vision and Create a Shared Need

Visions paint a picture of why the change is needed – appeals to the “head” and “heart” and helps build momentum

Needed to create a shared understanding and to gain commitment and “buy-in”

Golden Rules for Implementing Change

Manage people’s expectations Project manage Be seen to add value Build on some quick wins Be realistic about what you can achieve Manage conflict Repeat key messages & communicate Expect strange behaviour and be ready for it Realise that everything you say will be scrutinised Remain visible and “out of the bunker” Keep your eye on the ball

Why Change Initiatives Fail

The change failed to address the problem The change addressed the wrong or even a nonexistent

problem The person leading the change was not up to the job There was poor adaptation on the part of those expected to

change their behaviour Events or factors inside the organisation derailed the change Events or factors outside the organisation derailed the change The process used to implement the change was flawed

Mistakes in Implementing Change

Process Mistakes Missing out a stage Insufficient

communication Organisation overload No quick wins Drowning in detail Everything is a high

priority Change agent loses

confidence

People Mistakes Disrespect of the past User voice is absent Staff voice is absent CEO won’t let go Too few innovators Benefits to stakeholders

unclear

Reasons People Resist Change

Loss of control Uncertainty Fear of the difference Loss of power Possible increased workloads Threat Misunderstandings

Identify possible reasons in advance and negate them

Forms of Resistance to Change

Attack Compliance “We’re unique” “No time” Low energy, inattention Avoiding responsibility Changing the subject Confusion Silence Nit-picking

Dealing with Resistance

Involve people in the process Train Explain the change in easy to understand

terms Develop shared vision and buy-in Explain the reasons Address the concerns of people Above all, COMMUNICATE!

Communication Change: The 5 Ws

Who should be told? When should they be told? What should they be told? Where should the message be conveyed? Who should control the communications

process?

Creating a Blue-Print for Change

What – action to be taken When – timescale for change Who – is to be affected and who is

responsible for leading the changes How – specific actions to be carried out Why- the logic behind the actions taken

Group Exercise: Troubleshooting checklist

In groups, identify ten points that could appear on a checklist to be used by Guiders when they are contemplating change and want to minimise resistance to plans!

We’ll share the results and produce a common checklist