nhmgma change workshop
TRANSCRIPT
What to expect from our time
Change:• How to start it• What to do with it
CHANGE
Change has two sides:1.A new Initiative2.Handling a new event, policy
or new way of doing things
THE BLUEPRINT FOR CHANGE
SIX STAGES FOR SUCCESSFUL CHANGEMake the case for Change
Enlist Stakehold
ers to develop a strategy
Begin to Communic
ate Strategy
Remove Barriers
Set Milestones and ackn. progress
Reinforce the
change
1. Make the case for change
• Done beneath the radar; these are all the reasons for you to take on this idea/plan/project
• Include an “if we don’t…then” statement to firm up the positive reasons for the change
You make this case to yourself only!
2. Enlist stakeholders to develop strategy
• These are people whose support can help drive the changemanagers ~ team leaders ~ your supervisor ~
your VP• These people can lend new perspective to
improve the initiative• Some will give you valuable skepticism so
you can firm up your case
3. Communicate Vision and Strategy
• Most change fails because people active in the initiative don’t see the need for it
• Consistent reminders of both the vision (future) and the rationale
• Clearly define the basic actions of everyone involved to facilitate the change
• Leaders (& stakeholders*) must be the strongest proponents of the change
4. Remove Barriers
• If they exist, they can be anything that prevents people from performing the actions already established
• (this is where collecting/enlisting stakeholders is key)
recognize
5. Set Milestones and acknowledge progress
• Most change only happens over an extended period of time
• If possible, divide the whole change process into a series of phases *(like this!)
• The change can be communicated as a series of actions
6. Reinforce the change
• Encouragement and maintained urgency
• When the change is complete, be sure to continue to measure progress more than once
• Reassess the transformation at any point to make adjustments to the overall initiative
What’s a missing piece?
--2-3-4-5-6 = complacency1---3-4-5-6 = false starts, confusion,
misalignment1-2---4-5-6 = inaction, confusion, resistance 1-2-3---5-6 = frustration, giving up, resistance1-2-3-4---6 = loss of momentum, reversion1-2-3-4-5-- = wasted effort1-2-3-4-5-6 = change implemented
MANAGING CHANGE
What’s on the other side of the
CHANGE initiative?
WH
AT DO
ES
THIS
TELL Y
OU
AB
OU
T C
HA
NG
E?
CHANGE Things to Consider
1.What makes handling change so challenging?
2.What does this quote mean to you:“I’ve been in this business 36 years, I’ve
learned a lot—most of it doesn’t apply anymore”
Changes just keep coming!!!
From outside…
• Market conditions• New technologies• New software• New regulations
From inside…
• New Managers• New team
structures• New policies• Reduced budgets• New or unclear
expectations
Change is good…is it?…Change usually benefits the
organization by solving a problem or creating greater efficiency
however…
…It pays much more attention to the finances, strategy, and technology than to the people who have to make it work
THERE IS THE ISSUE
Change vs. Transition
Change is …• Situational; something starts or stops.
Transition is …• The gradual process of psychological
adjustment that happens inside us as we adapt…
It is the TRANSITION, not the change, that people resist
Why is transition resisted?
People have a personal connection to how they
work; people are giving up a part of their personality
The Three Phases of Transition
What has ended…what is lost?
• Turf• Status• Power/influence• Relationships• Memberships• Routine/
structure
• Meaningful work• Control of work• Personal Identity• Competence• Personal Future• Autonomy
Doing a Loss Analysis
Note on the grid who is losing what
WHAT WHOYou Individu
alGroups Outsider
s?Turf
Status
Power/ influence
Relationships
Memberships
Routines/ Structures
Personal Future
Meaningful Work
Control of work
Personal Identity
Competence
Others?
Dealing with an ending?
Denial
Anxiety
Anger
Bargaining
Sadness/Depressi
on
Handling those dealing with endings and loses
DENIALBehaviors: Flip attitude, evasion,
skepticism, refusal to accept the reality of the situation
Actions: • explain the change and the reasons• Give examples of peers who are
changing or learning
Handling those dealing with endings and loses
ANXIETYBehaviors: Resentment, rumor mongering,
nervousness or stress, decreased productivity and effectiveness
Actions:
• Encourage talking and listen carefully• Don’t talk them out of feelings; offer a
different point of view if you have one• Offer accurate information to dispel
rumors
Handling those dealing with endings and loses
ANGERBehaviors: Grumbling, irritation, rage, mistakes,
aggressiveness, foot dragging, vandalism, indignation
Actions:
• Listen and acknowledge anger; Don’t talk them out of it
• Don’t assume blame or collude• Recommend involving HR if extreme
Handling those dealing with endings and loses
BARGAININGBehaviors: Attempts to get out of the situation,
attempts to make deals or promises relating to the old way, negotiation
Actions:
• Keep realistic plan in sight; Don’t be swayed by promises or negotiations
• Reinforce situation as it is• Don’t get into problem solving or
bargaining with them
Handling those dealing with endings and loses
SADNESS/DEPRESSIONBehaviors: Silence, “down,” or disheartened, tearfulnessActions:
• Acknowledge, sympathize and reach out.• Initiate conversation and ask questions to draw them
out• Encourage talking and sharing feelings either one-
on-one or in small supportive groups• Promote supportive group events, interaction, or
impromptu fun• Recommend to HR if appropriate
Dealing with an ending?
Denial
Anxiety
Anger
Bargaining
Sadness/Depressi
on
The Three Phases of Transition
Critical part: THE NEUTRAL ZONE
Emotions of the Neutral Zone:• Confusion• Apprehension• Detachment• Interest/Eagerness
Communication
Communication during transition feels risky…
There cannot be too much communication during the Neutral
Zone.It is the difference between a bearable
situation and a disaster.
Two main kinds of communication in this zone:
Communication
1.Communication designed to show CONNECTION
and CONCERN.
2.Communication that clarifies the PURPOSE,
the PICTURE, the PLAN, and the PART.
Communication
1. Communication designed to show CONNECTION and CONCERN
MANAGERS: more information & show that they care.
Isolation can be easily amplified during a time of transition.
Communication
2. Communication that clarifies the PURPOSE, the PICTURE, the PLAN, and the PART.
PurposeThe “why’s” of the change. Purpose can serve to clear up confusion.
PictureVision of the outcome; the light at the end of the tunnel, a destination. (use an analogy—1st day)
Communication
2. Communication that clarifies the PURPOSE, the PICTURE, the PLAN, and
the PART.Plan
beyond just the destination, this is the roadmap that leads there. These are step-by-step actions to get through the Neutral Zone.
PartSuccessful transition depends on the people involved. They all play a part. Know yours, know theirs, make sure they know theirs.
Communication
What are the basics of communication during a transition?
1. Repeat the message 6 times
(really?)
2. Vary the medium
3. Ensure 2-way communication
Communication
What are the basics of communication during a transition?
4. Consider timing5.Ensure consistency6.People trust behavior over words7.Understanding is more important
than agreement
Communication
What are the basics of communication during a transition?
8. Listening is twice as important as
talking
9. Tell the truth, the good news and the
bad
10. People usually complain before they
create
The Three Phases of Transition
Getting to the NEW BEGINNING…
1. Translate the changes into activity that has real meaning to the people doing it
2. Provide people with the opportunity to practice or gain familiarity
3. Work collaboratively4. Focus on efforts and achieve a few “quick
successes”5. Build RESPONSIVENESS and FLEXIBILITY
into your routine
5 things to remember!
1. You have to end before you begin2. Between the end and the new beginning,
there is a hiatust; that hiatus can be creative3. Transition is developmental and is the source
of renewal4. People go through transition at different
speeds5. Most organizations are running a deficit in
transition management
People Hate Change…
…But they love Progress