Managing Change Successfully Day 1

1. Managing Change Successfully Day 1

2. Welcome & Introductions

3. People don’t resist change – they resist being changed Peter Senge

4. Programme Aim To enable senior managers to be confident in driving programmes of cultural and structural change successfully, engaging others in the process of transformation and delivering high value outcomes.

5. Programme Learning Objectives • By the end of the programme participants will be able to: • Develop a personal vision and strategy for delivering change; • Influence the way people think and act to deliver personal change both intrinsically and extrinsically ; • Identify the key stages of the change process to anticipate and make the right intervention at the right time • Motivate and engage others to manage the tensions and conflict associated with change in a positive and productive way; • Develop a culture of innovation and promote a cycle of continuous improvement to underpin ongoing change; • Demonstrate a range of change tools and technologies to deliver greater efficiency and innovation; • Develop an agile, tough-minded and resilient approach to change. • Measure personal change impact and develop a strategy for delivery.

6. Day 1 - Learning Objectives • By the end of the session you will have: • 1. Introduced yourselves, met the facilitators and participants and discussed your personal outcomes for the programme • Discussed priority changes and pressures from within your current role, including successes and risks • Engaged in a number of pairs and group exercises to understand personal experiences an approaches to managing change • Learnt about and be able to describe three change based theories and three practical solutions for implementing change • Worked through and applied a minimum of two process change applications

7. Programme Overview • Day 1 • Extrinsic Models • Kotter’s 8 Steps • Satir, Change Journey of Groups • Kubler-Ross • Transactional vs • Transformational Leadership • Leading Adaptive Change • Improvement Science • Stakeholder Analysis • Innovation & Creativity • Day 2 • Intrinsic Models • - Emotional Intelligence • - Mental Toughness • - Engaging the Workforce • Clever Conversations

8. Extrinsic and Intrinsic

9. Pairs Inquiry Exercise - my best change experience

10. Discovering the Theory current theories of organisational, group and individual change - Kotter’s 8 Steps for Leading Organisational Change - Satir, Change Journey of Groups - Kubler-Ross, Change for Individuals

11. Kotter’s 8 Steps for Leading Organisational Change John P Kotter, Harvard Business School Professor Published in 1995, after a 10-year study of more than 100 companies that attempted such transformation

12. Kotter’s Steps for Leading Organisational Change • Establish a sense of urgency • Create the guiding coalition • Develop a vision and strategy • Communicate the change vision • Empower broad-based action • Generate short-term wins • Consolidate gains and produce more change • Anchor the new culture

13. Exercise - Kotter’s Change Steps Working in pairs use Kotters 8 Steps for Leading Organisational Change to review what you need to do next in relation to the change identified in your pre-programme questionnaire 10 minutes each way

14. Virginia Satir - The Change Journey of Groups

15. Satir, Virginia, et. al., The Satir Model: Family Therapy and Beyond, ISBN 0831400781, Science and Behavior Books, 1991.

16. Helping groups through change

17. Kubler-Ross - the Change Model for Individuals

18. Kubler-Ross 5 stages of grieving (1969)

19. Exercise -Kubler-Ross Stages Working in pairs and using the page in your workbook: a: give examples of behaviour you have experienced or observed at each of the 5 stages b: what type of leadership and management behaviours would you use at each stage? 15 minutes to complete the exercise

20. Prescriptive Informative Confronting Cathartic Catalytic Supportive

21. Break

22. Leading others through change - Exploring your role as a leader in delivering organisational, group and individual change - Transactional Vs Transformational Leadership - Leading Adaptive Change

23. Leading change using: Transactional and Transformational skills Transformational leadership A style that involves generating a vision for the organization and inspiring followers to meet the challenges that it sets, leader's ability to appeal to the higher values and motives of followers and to inspire a feeling of loyalty and trust Transactional leadership A style based on the setting of clear goals and objectives for followers and the use of rewards and punishments to encourage compliance

24. Transactional Vs Transformational Leadership

26. The relationship between change and complexity to the amount of transactional and transformational leadership required High Amount of Change needed Low High Complexity of organisation Source: Kotter, J. A Force for Change (1990). Free Press

27. Transactional Vs Transformational Leadership Questionnaire Exercise - Individually complete the questionnaire to understand where you are on the transactional versus transformational continuum

28. Six Principles of Leading Adaptive Change Heifetz and Linsky (2002)

29. 1. Get on the Balcony 2. Identify the Adaptive Challenge 3. Regulate the distress 4. Maintain Disciplined Attention 5. Give back the work 6. Protect the voices of Leadership from below

30. Get on the Balcony A place from which to observe the patterns in the wider environment as well as that over the horizon (prerequisite for the following five principles)

31. Identify the Adaptive Challenge • A challenge for which there is no ready made technical answer • A challenge which requires the gap between values, beliefs, attitudes and behaviours to be addressed • May be a physical space in which adaptive work can be done • The relationship or wider social space in which adaptive work can be accomplished

32. Regulate the distress • Create the heat • Sequence & pace the work • Regulate the distress

33. Maintain Disciplined Attention • Work avoidance • Use conflict positively • Keep people focussed

34. Give back the work • Resume responsibility • Use their knowledge • Support their efforts

35. Protect the voices of Leadership from below Ensuring everyone’s voice is heard is essential for willingness to experiment and learn Leaders have to provide cover to staff who point to the internal contradictions of the organisation

36. Theory Review • Which of Kotter’s 8 Steps have you used? Have any stages been missed? • Where are your staff / those involved on the Satir (or Kubler-Ross) model? • Where are you personally on the Kubler-Ross (or Satir) model. • Is your change transactional or transformational? If both, to what percentage. • How have you applied the six principles of adaptive change?

37. Lunch

38. Discovering the Change ProcessUsing tools to support the management of change • - Improvement Science • Stakeholder Analysis • Innovation & Creativity

39. Straws exercise Your team’s task is to cut as many 25mm sections of straw as possible in 30 seconds The customer requirement allows sections between 23mm and 27mm The customer requires 40 cut straws Any sections outside this range are rejected Split your team into 2 Cutters, 1 Measurer, 1 Recorder & 1 Porter

40. Cutters Cut 1 straw at a time Cut the straw in 25mm sections Keep a tally of how many sections you cut Cease cutting after 30 seconds Measurers • Use the ruler to measure each section • Call out the value for Recorder to store results • Reject any straws <23mm or >27mm, store them separately Recorders • Record the length of every section in chronological order • Highlight each reject with an ‘X’ next to the value • Total up all sections made and then all rejects Porters • Carry the sections to the QA Team • Repeat until all sections are collected

41. Improve that Process

42. How can you improve the process? Discuss amongst your team Repeat the process, but this time include any improvements you have discussed

43. Systems Thinking preserving value and creating flow in the business system

44. Defining Systems Thinking… • A way of thinking about the ‘business system’ as a whole • An approach to the way a service is delivered within, focusing on adding value and reducing waste

45. Five Key Principles of Systems Thinking • Value - specifically what does and does not create value from the user perspective • Value Stream - identify all the steps necessary to design and deliver across the whole • Flow - make those actions that create value flow without interruption, detours or waiting 4. Pull - only deliver what is ‘pulled’ by the customer and deliver services based on real demand 5. Perfection - continually remove successive layers of waste as they are uncovered

46. Command & Control v Systems Thinking

47. Seddon Approach “Check Process”

48. Housing Repairs Example Call Centre Works order Supervisor Tradesman Materials Access

49. Housing repairs - learning to ‘see’ Target Times Call Centre Works order Supervisor Cancelled Works Orders 45% Failure Demand ‘Favouritism’ S.O.R Diagnosis Access Choice 40% failure Re-work 95% Tradesman Materials Access Queuing (bonus)

50. Purpose, measures, method Think about purpose in customer terms Creates de-facto purpose Purpose Measures Method Derive measures from purpose Impose targets Constrains method Liberates method